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Table 7.9
When to limit one's own autonomy
Let us now consider some ( collaborative ) reasons of adjustment on the delegated agent's side.
WHEN (classes of reasons):
Ag 2 comes to believe that it is not able to do the complete task (level of self-confidence); and/or
Ag 2 comes to believe that there are unforeseen events, external dangers and obstacles that are
difficult to deal with
THEN (reduction of autonomy)
Ag 2 will reconsider the received delegation (for example providing sub-help and doing less than
delegated) and its level of autonomy in order to reduce it by either asking for some specification of the
plan (task) or for the introduction of additional control (example: 'give me instructions, orders;
monitor, help, or substitute me').
Table 7.10
When to expand one's own autonomy
WHEN (classes of reasons):
Ag 2 gets to a grounded belief that it is able or in condition of doing more or providing a better
solution for the delegated goal (within Ag 1 's plan, or also with regard to Ag 1 's other desires and
interests), and
it is not forbidden or it is (explicitly or implicitly) permitted by Ag 1 that Ag 2 takes such a
collaborative initiative, and/or
Ag 2 believes that Ag 1 will accept and enjoy its initiative (because convenience largely exceeds
surprise or distress)
THEN (expansion of autonomy)
Ag 2 will reconsider the received delegation and level of autonomy in order to go beyond those limits by
directly providing, for example, over-help or critical-help (doing more and better).
(When the 2nd and 3rd conditions above are not realized, Ag 2 could take the initiative of
communicating by offering the new solution or asking for a permission, and in fact for re-negotiating
the delegation).
Trust, being the mental ground and counterpart of delegation, plays the main role in ad-
justment: limiting autonomy is usually due to a trust crisis (Section 6.7), while expanding
autonomy is usually due to an increased trust.
In Section 3.4 and Section 3.6 we have shown how changing the credibility degree of some
beliefs should change the final choice about the delegation (and the same holds for the utilities
and for the control). Resuming and concluding: The trustor's adjustment reflects a modification
in her mental ingredients . More precisely, the trustor either updates or revises their delegation
beliefs and goals, i.e.:
a) either they revise their core trust beliefs about Ag 2 (the latter's goals, capabilities, opportu-
nities, willingness);
 
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