Capability guide · Plain language first
Think through decisions
Lay options side by side, surface the hidden assumptions and prepare the questions, without taking the decision off your desk.
The pattern
See what changes, and where you return.
Options are compared through visible trade-offs, and then a person makes the decision.
Recognisable examples
Begin with work you already understand.
A capability is a broad kind of help. The linked task guides explain how to complete a specific piece of work.
Weigh two suppliers against what matters to you
Pressure-test a plan you are about to commit to
Surface the trade-offs nobody has said out loud
Prepare the questions to ask before you sign
AI can contribute
Repeatable effort and a first pass
- Sets out the criteria and the competing trade-offs clearly
- Can take longer to reason through a genuinely hard problem before answering
- Argues the other side of the option you are leaning towards
- Makes the assumptions and unknowns easy to inspect
The person contributes
Meaning, checking and responsibility
- Sets the real constraints and the non-negotiables
- Judges which trade-offs actually matter here
- Makes the call and stays accountable for it
Featured Human Partnership
Research a topic with reliable sources
Research becomes useful when it changes the quality of a decision. A long report is not evidence of good research unless the scope, sources, disagreements and remaining uncertainty are visible.
- AI capability
- Editable research planning. Deep research features can turn a broad question into a proposed plan, source strategy and sequence of subquestions that the person can review before a long search begins.
- Human expertise
- Decision framing. You know what action the research must support, which uncertainty is blocking progress, and what level of confidence is sufficient for the consequence involved.
- Decision
- The person decides whether the evidence is credible, relevant and sufficient for the real decision. AI can assemble and challenge a case, but it cannot set the organisation's evidence threshold or accept the consequence of being wrong.
- Skill built
- Evidence judgement. Used well, the workflow strengthens question framing, source evaluation, uncertainty handling and the discipline of matching the strength of a conclusion to the strength of its evidence.
- Finished result
- A focused briefing that keeps its links, its disagreements, its gaps and your next questions all in view.
- 01Turn the topic into a decision
State what must be decided, what is already known, the time and geographic boundaries, and which source types should carry the most weight.
- 02Propose the research route
Generate a research plan, candidate questions and source strategy for review before using deep research, web search, uploaded files or connected sources.
- 03Interrogate the emerging evidence
Refine the search when terms are ambiguous, important viewpoints are absent, or early evidence suggests the original framing was too narrow.
- 04Decide what the evidence earns
The person decides which conclusions are supported, which remain provisional, and whether more evidence, a subject matter expert or a real world test is required.
- 05Open the claims that carry the decision
Read the most important sources directly, check publication dates and jurisdiction, trace quotations and numbers, and record what the search could not find.
Reviewed content
Sources and review
- Reviewed
- Review by
- Owner
- The Human Bit editorial
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