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Field guide · updated 2026-08-06 · 6 min
What you should never delegate to an AI assistant
The boundaries that don't move as models improve: where delegation fails for reasons of accountability, relationships, and risk — not capability.
01Not a capability list
Not a capability list
Most 'AI can't do X' lists age badly because they're really 'AI can't do X yet' lists. The boundaries worth writing down are the ones that don't move as models improve — where delegation fails not because the assistant is insufficiently clever, but because the task's value depends on a human doing it, or because being wrong is unrecoverable.
02Where accountability can't transfer
Where accountability can't transfer
Some decisions carry personal or legal accountability that no delegation moves: signing contracts and financial commitments; regulatory filings; hiring and firing decisions; medical, legal, and major financial choices. An assistant can prepare all of these — assemble the comparison, draft the contract summary, screen against a rubric. The decision itself needs an accountable human, because 'the AI decided' is not a defence you want to need, anywhere, and least of all to MOM, IRAS, or a court.
03Where the relationship is the point
Where the relationship is the point
Condolences, apologies, difficult feedback, negotiations, and the customer conversation after your mistake: the recipient's experience depends on a human having shown up. Delegating these doesn't fail because the words are wrong — modern models write eerily adequate sympathy — it fails when detected, and it eventually is, converting a relationship moment into an insult. Use the assistant to prepare (context, history, talking points); deliver in person.
04Where wrongness is invisible and expensive
Where wrongness is invisible and expensive
The structural weak spot of language models is confident output whose wrongness only an expert can see. Novel legal positions, tax edge cases, structural engineering, medication interactions: reviewing output here requires the same expertise as producing it, so delegation saves nothing and adds risk. Delegate the retrieval and summarisation of settled knowledge; keep novel judgment with professionals.
Related, and easy to miss: never delegate the checking of the assistant's own work to the assistant. Verification needs independence — a human, a second system, or reality.
05The one-question test
The one-question test
Before delegating anything, ask: if this goes wrong in the worst plausible way, is the outcome a correction or a catastrophe? Corrections — a rescheduled meeting, a clumsy draft, a wrong research lead — are the assistant's learning budget. Catastrophes — a lost client, a legal exposure, a breached confidence — stay human, whatever the demo showed. Our concept pages encode this by listing, for every assistant we design, exactly what it may do alone and what always needs approval; a vendor who can't produce that list for their product hasn't thought about it.