← 研踪 PaperTrailarXiv:2611.12545 · v1
Teamknitt: Configuring, Observing and Intervening in LLM-Agent Teams through the Lens of Dynamical-Systems and Human-Team Theory
首次提交 2026-11-09 23:15
版本更新 2026-11-09 23:15
雷达观测 2026-11-10 15:22
摘要
Most frameworks for teams of large language model (LLM) agents fix the team's shape inside the software: who talks to whom, how much is passed along, and what a human can do once a run has started. Human-team research has long asked those questions: where team phenomena live (in members or in their interaction), how team-level properties arise, and what separates what a team does from how a team is. I propose using that theory as the organizing lens for configuring, observing and intervening in LLM-agent teams, without assuming its findings transfer. I introduce teamknitt, a framework and open reference implementation in which a user configures a team of 1-16 AI agents for task completion, solution generation, achieving a goal or a research mission; selects one of fourteen deterministic routing topologies or a custom directed graph; chooses a sharing profile that limits what may travel along permitted routes; and binds sources, representations, work dependencies, handoffs and an expertise directory. The recorded process can be observed through non-system views (member reports and behavior) and system views (distributed problem-solving, differentiated transactive memory, interactive coordination, team dynamics). Interventions are explicit and human-led: reviewed reconfiguration between runs, planned disturbances, and private feedback, pause, resume or stop applied at dependency-wave boundaries, with "queued", "applied", "assembled", "understood" and "improved" kept as separate claims. Emergent states such as trust and shared understanding are declared unmeasured. This is an idea and system-description paper with falsifiable hypotheses on topology, information flow and intervention timing, including whether the fractal scaling of communication output between members, and between members on different models, relates to task and team performance. No comparative result is reported.
作者备注：17 pages, 3 figures, 6 tables. Reference implementation v0.9.0: https://github.com/JeranRolevs/teamknitt
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v1 · 2026-11-09 23:15 · 最新观测版本
Teamknitt: Configuring, Observing and Intervening in LLM-Agent Teams through the Lens of Dynamical-Systems and Human-Team Theory
Most frameworks for teams of large language model (LLM) agents fix the team's shape inside the software: who talks to whom, how much is passed along, and what a human can do once a run has started. Human-team research has long asked those questions: where team phenomena live (in members or in their interaction), how team-level properties arise, and what separates what a team does from how a team is. I propose using that theory as the organizing lens for configuring, observing and intervening in LLM-agent teams, without assuming its findings transfer. I introduce teamknitt, a framework and open reference implementation in which a user configures a team of 1-16 AI agents for task completion, solution generation, achieving a goal or a research mission; selects one of fourteen deterministic routing topologies or a custom directed graph; chooses a sharing profile that limits what may travel along permitted routes; and binds sources, representations, work dependencies, handoffs and an expertise directory. The recorded process can be observed through non-system views (member reports and behavior) and system views (distributed problem-solving, differentiated transactive memory, interactive coordination, team dynamics). Interventions are explicit and human-led: reviewed reconfiguration between runs, planned disturbances, and private feedback, pause, resume or stop applied at dependency-wave boundaries, with "queued", "applied", "assembled", "understood" and "improved" kept as separate claims. Emergent states such as trust and shared understanding are declared unmeasured. This is an idea and system-description paper with falsifiable hypotheses on topology, information flow and intervention timing, including whether the fractal scaling of communication output between members, and between members on different models, relates to task and team performance. No comparative result is reported.
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