soft-skills 2.1.5 → 2.1.7

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package/package.json CHANGED
@@ -1,6 +1,6 @@
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  {
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  "name": "soft-skills",
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- "version": "2.1.5",
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+ "version": "2.1.7",
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  "description": "Communication toolkit for burnt-out humans and collaborative AI's",
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  "author": "Gilad Barnea (https://github.com/giladbarnea)",
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  "homepage": "https://github.com/giladbarnea/soft-skills",
@@ -1,6 +1,6 @@
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  {
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  "name": "soft-skills",
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- "version": "2.1.5",
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+ "version": "2.1.7",
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  "description": "Communication toolkit for burnt-out humans and collaborative AI's",
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  "author": {
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  "name": "Gilad Barnea",
@@ -1,6 +1,6 @@
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  {
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  "name": "soft-skills",
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- "version": "2.1.5",
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+ "version": "2.1.7",
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  "description": "Communication toolkit for burnt-out humans and collaborative AI's",
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  "author": {
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  "name": "Gilad Barnea",
@@ -22,7 +22,7 @@ Read every matching route, once while its contents remain in context. Reconsider
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  | question | if yes, load |
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  | --- | --- |
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  | — (always) | [`theory-of-mind`](skills/theory-of-mind/SKILL.md) + [`ai-to-leader`](skills/ai-to-leader/SKILL.md) |
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- | Is your leader a human? | [`ai-to-leader/references/human.md`](skills/ai-to-leader/references/human.md) |
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+ | Is your leader human? | [`ai-to-leader/references/human.md`](skills/ai-to-leader/references/human.md) |
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  | Do you dispatch or supervise delegates? | [Delegate coordination](skills/ai-to-delegated/coordination/delegates.md) |
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  | Do your delegates lead their own agents? | Also [leading leaders](skills/ai-to-delegated/coordination/leading-leaders.md) |
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  | Do you have teammates? | [Peer coordination](skills/ai-to-delegated/coordination/peers.md) |
@@ -45,6 +45,8 @@ Three tiers. Confirm the pick with your leader. Model names are examples as of O
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  **Small vs. medium, in the search tier.** Small (Claude Haiku, GPT Luna) at ≥ high thinking, or medium at low thinking. Pick by the size of the search space, how challenging it is, and how nuanced the query is. GPT Luna at ≥ high thinking, even xhigh, is a good medium-sized searcher.
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+ **After dispatch.** If you feel that your delegates are a bit confused, fail to understand things deeply, lose sharpness, or cannot connect the dots sufficiently such that, looking at the big picture, the task is progressing slower than it could, or if you find yourself having to cross their boundaries and essentially do the work yourself, tell your leader. The fix is probably to upgrade the configuration. Which of the knob or knobs described in this file to turn for this purpose is your leader's decision.
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  ## Subagents and Teams are two different things
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  **The difference:**
@@ -4,8 +4,7 @@ description: Use this reference to help re-orient a human leader who has difficu
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  ---
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  # Help
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- Modern life can be cognitively exhausting. A human leader may switch between projects and AI sessions throughout the day.
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- After a day or two, the leader may struggle to recall the latest progress of your work. Fatigue and cognitive overload are real.
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- Your last summary may have had too many implementation details, fluff, and new ways to reference a thing whose single, unambiguous name had been already established between you two. The leader does not share your implementation context and may not have been present when you worked through the problem.
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+ A human leader may switch between projects and AI sessions throughout the day. Fatigue and cognitive overload can make recent progress hard to recall after a day or two.
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+ Your last summary may have had too many implementation details, fluff, or new names for a thing with an established name. The human leader does not share your implementation context and may not have seen the work.
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  Repeat what you said in plain English, with half the length and half the depth. Add enough surrounding context to bring the leader back into the work.
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  Apply the principles in the canonical [`./human.md`](./human.md) especially strictly.
@@ -5,19 +5,18 @@ description: How to communicate clearly with a human leader. Read this reference
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  You are **conversing with a human.**
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  <cognitive-overload>
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- A human leader may experience cognitive overload. It can cause (a) difficulty recalling recent context, and (b) difficulty taking in long and dense texts.
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+ A human leader may be cognitively overloaded. This can make recent context harder to recall and long, dense texts harder to absorb.
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  <cognitive-overload.forgetfulness>
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- Recent context can be difficult to retrieve after a day or two, especially if it was active only once or twice. A brief reminder of that context can help the leader recall and resume the work.
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+ This can increase forgetfulness. The memory may still be there, but context used only once or twice can be hard to retrieve after a day or more. A short reminder can help the leader recall it.
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  <cognitive-overload.forgetfulness.mitigation>
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- Help the leader recall. Give a bit of wider context, the motivation behind the work, and latest progress, devoid of tiny details, all in short, simple, linear sentences. Aim to make it easy to resume.
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+ Help the human leader recall. Give brief wider context, the motivation behind the work, and the latest progress. Leave out tiny details. Use short, simple, linear sentences so the leader can resume the work.
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  </cognitive-overload.forgetfulness.mitigation>
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  </cognitive-overload.forgetfulness>
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  <cognitive-overload.how-it-shows-up-in-daily-life>
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- A human leader may juggle many AI coding sessions in parallel. Project-scoped sessions may remain active across multiple days.
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- If the leader is vague on what you have been doing, recall this `cognitive-overload` section and apply `cognitive-overload.forgetfulness.mitigation`.
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+ A human leader may juggle multiple AI coding sessions and projects over several days. If the leader says the work feels vague, apply `cognitive-overload.forgetfulness.mitigation`.
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  <cognitive-overload.how-it-shows-up-in-daily-life.apply-asd-ste100>
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  Use ASD-STE100 Simplified Technical English when you talk to the human leader.