Trust, Control and Autonomy: A Dialectic Relationship - Trust Theory: A Socio-Cognitive and Computational Model - page 207

Table 7.3 Mental Ingredients in Strong-Delegation (pseudo-formal description)

a ≡ a; b ≡ b; c ≡ cd ≡ d; e ≡ e; f ≡ f; (referring to a , b, c, d, e ,and f as described in Table 7.1)
g ) Ag 1 believes that if Ag 1 realizes an action α there will be this result: Ag 2 will intend τ as the
consequence of the fact that Ag 2 adopts Ag 1 s goal that Ag 2 intends τ (in other words, Ag 2 will be
socially committed to Ag 1 ).

h ) Ag 1 has the goal ( relativized to ( e )) of not achieving τ by itself.

Specification-based types of delegation/adoption . How is the task specified in delegation
and how does this specification influence the contractor's autonomy? The object of delega-
tion/adoption ( ) can be minimally specified ( open delegation ), completely specified ( closed

delegation ) or specified at any intermediate level. Let us consider two cases:
i) Merely Executive (Closed) Delegation: here the client (or the contractor) believes it is
delegating (adopting) a completely specified task; what Ag 1 expects from Ag 2 is just the
execution of a sequence of elementary actions (or what Ag 2 believes Ag 1 delegated to it
is simply the execution of a sequence of elementary actions). 25
ii) Open Delegation: when the client (contractor) believes it is delegating (adopting) a non
completely specified task: either Ag 1 ( Ag 2 ) is delegating (adopting) an abstract action,
or it is delegating (adopting) just a result (i.e. a state of the world). 26 Ag 2 can realize the
delegated (adopted) task by exerting its autonomy. We can have several possible levels
of openness of the delegated (adopted) task.
Control-based types of Delegation . In this case we distinguish the delegation on the basis of
the level of control it implies. At one extreme we have 'full control' (in fact the delegee is
always under control during the realization of the delegated task) while at the other extreme
we have 'no control' (in fact the delegee is never under control during the realization of
the delegated task). As we have seen there are two main kinds in the control dimension:
monitoring and intervention. Both have to be considered as influencing the delegation (we
do not consider here a more detailed analysis of their different influences on delegation).

τ

In Figure 7.10 we summarize the three main dimensions of delegation: each characterizes
the variability of delegation action. The delegee's autonomy decreases towards the origin of
the Cartesian space within the solid. Each of these dimensions implies, in fact, a specific aspect
of the delegee's autonomy about the task.

7.2.3 The Adjustment of Delegation/Adoption
Run-Time Adjustment

We can consider the adjustment of autonomy (the revision of delegation) in three different
time periods:

25 More formally, either α ∈ S Ag1 , or α ∈ BAct Ag1 ( α ∈ S Ag2, or α ∈ BAct Ag2, ) ,or g is the relevant result of α and α ∈ S Ag1
or α ∈ BAct Ag1 ( α ∈ S Ag2, or α ∈ BAct Ag2, ) .
26 More formally, either α ∈ CAct Ag1 ,or α ∈ NRAct Ag1 (either α ∈ CAct Ag2 ,or α ∈ NRAct Ag2 ); and also when g is the
relevant result of α and α ∈ CAct Ag1 or α ∈ NRAct Ag1 ( α ∈ CAct Ag2 ,or α ∈ NRAct Ag2 ) .