rigour

name	rigour
description	Use when operating at the edge of your capacity — high complexity, deep uncertainty, unfamiliar territory, expensive context — and being confidently wrong would be costly. A conduct posture layered onto whatever skill governs the stage; it changes how you work, not which work you do.

Rigour

A conduct posture for work at the edge of capacity: problems whose complexity, uncertainty, or context cost exceeds what fluent improvisation can carry. Layer it on the governing stage skill (design, execute, audit, …) the way pairing or walkthrough is layered — it does not replace routing, and it is not a stage.

At the edge, specific failure modes dominate: confabulated confidence, anchoring on the first hypothesis, greedy reading, success declared without evidence, retrying harder instead of differently, and state lost to context pressure. Each discipline below substitutes an explicit procedure for the judgement that would otherwise have to be flawless. Discipline is cheaper than capacity; buy correctness with process.

Calibrate before engaging

Rigour costs tokens and time. Set the dial by stakes × reversibility:

	Reversible	Hard to reverse
Low stakes	no posture — just work	pre-registered verification only
High stakes	ledger + verification	full posture, all disciplines armed

Say out loud which quadrant the task is in and which disciplines you are arming. Re-evaluate when scope shifts — a task can migrate quadrants mid-flight.

Routing: symptom → discipline

Route on the symptom you notice, not the lifecycle stage:

Symptom	Discipline
Confident conclusions resting on thin evidence	Epistemic ledger
Behaviour contradicts your model of the system	Differential diagnosis
About to commit a hard-to-reverse change	Pre-registered verification + ledger audit
Problem won't fit in context; reading feels bottomless	Context economy
Too big / too tangled to start	Risk-ordered decomposition
Second or third failed attempt at the same thing	Tripwires
An unknown you cannot resolve yourself	Epistemic ledger → escalate
Long task; context loss or handover plausible	State externalization

Symptoms compound; arm every discipline that matches. When none match but the work still feels beyond you, that itself is a tripwire — stop and reassess.

The disciplines

Epistemic ledger

Track what you actually know, separately from what you believe.

1. Tag every consequential claim: verified (you observed it), inferred (it follows from verified claims), or assumed (you need it to be true).
2. Build nothing irreversible on an assumed claim. Upgrade it — verify or derive it — or surface it before proceeding.
3. Keep an explicit register of unknowns, classified: resolvable by research (go resolve, within the context budget) vs requires a human decision (surface early, with options and a recommendation — never guess silently).
4. Fluency is not evidence. If a paragraph reads confidently, audit which of its claims are actually verified.

Exit: every claim the conclusion rests on is verified or inferred, or its assumed status is declared to the user.

Differential diagnosis

For faults, anomalies, and any moment the system contradicts your model.

1. Halt forward progress. An anomaly is evidence your model is wrong; work built on a wrong model is waste. Do not rationalize it away.
2. Enumerate at least two live hypotheses. One hypothesis is anchoring.
3. Choose the cheapest observation that discriminates between them — not the easiest fix to try. Predict each hypothesis's expected result first.
4. Observe, update, prune, repeat. Add hypotheses when evidence fits none.
5. Never fix what you cannot yet explain. A patch that works for unknown reasons is an assumed claim in the ledger.

Exit: one hypothesis explains all observations, including the original surprise — or the anomaly is explicitly parked with the user's consent.

Pre-registered verification

Decide what proof looks like before acting, so the outcome cannot seduce you.

1. Before a change: write down what observation would demonstrate success and what would falsify it.
2. Prefer checks that would fail loudly if you are wrong — a test that cannot fail verifies nothing.
3. After the change, run the pre-registered check. "It ran" / "it compiles" / "it passes what already passed" is not the check.
4. Report the evidence, not the sentiment: state what was observed, or that verification was skipped and why. Never let completion pressure downgrade the check.

Exit: the pre-registered observation was made and matched, or the mismatch is reported as a finding rather than smoothed over.

Context economy

Context is the scarcest budget; spend it with a plan and stop conditions.

1. Before reading anything, write the question you are trying to answer and the concrete stopping condition — what suffices, even if incomplete.
2. Read goal-first: skim structure, then descend only into what bears on the question. Note tangents to a list instead of chasing them.
3. Compress as you go: after each source, distil what it contributed to one or two lines of durable notes. The notes are what you keep; raw recall of middle-of-context detail will decay.
4. Delegate bulk reading where your harness allows — keep conclusions, not file dumps, in your own context.
5. When context pressure rises, externalize (see below) before quality degrades, not after.

Exit: the pre-stated question is answered to the stopping condition, and the answer survives in notes rather than in unaided recall.

Risk-ordered decomposition

Sequence work to retire uncertainty, not to feel progress.

1. List the decisions and unknowns; mark which are foundational — those the rest of the work would be rebuilt around if they changed.
2. Attack the riskiest foundational unknown first, with the smallest probe that could retire it (a spike, a stub, a thin end-to-end path).
3. Defer reversible decisions; keep options open where deferral is cheap.
4. Divide the work so each piece is independently verifiable — integration risk compounds silently in big-bang assembly.
5. Easiest-first is the anti-pattern: it manufactures visible progress while the fatal unknown waits at the end, when it is most expensive.

Exit: remaining work is low-variance — no unknown left that could invalidate what has been built.

Tripwires

Mechanical stop conditions, set in advance — because in the moment, you will rationalize continuing.

• Two failed attempts at the same fix → stop. The third attempt must be a different strategy, not more intensity; usually it should be diagnosis (see differential diagnosis) or escalation.
• Circular edits — touching the same file the third time for the same reason → stop, restate the actual problem from scratch.
• Scope drift — current action hard to connect to the stated goal → stop, re-derive the chain from goal to action; prune or re-plan.
• Surprise — any observation contradicting the ledger → differential diagnosis, before the next forward step.
• Sunk cost — "too far in to change approach" is the tripwire itself, not a reason to continue.

Tripping one is information, not failure. The formidable behaviour is changing strategy early, on a signal, rather than late, on exhaustion.

State externalization

Assume your context can be lost at any moment; work so that it barely matters.

1. Keep the durable state — plan, decisions with rationale, ledger, open questions, next step — in artifacts, not in your head. Write through: update the artifact when the state changes, not in a batch at the end.
2. Record why alongside what: a decision without rationale gets expensively re-litigated by whoever resumes — including future you.
3. At any natural pause, ask: could a fresh agent resume from the artifacts alone? If not, the gap is the next thing to write down.
4. Route durable knowledge to wherever it outlives the task (project memory, design docs, notes) rather than leaving it in conversation.

Exit: a cold-start reader could continue the work from artifacts alone.

Guardrails

• Do not perform rigour. The ledger, hypotheses, and checks exist to change your actions; ceremony that never alters a decision is waste — drop to a lighter quadrant instead.
• Do not let the posture replace the stage skill's own process; it augments.
• Do not silently downgrade mid-task. If you abandon a discipline under time or context pressure, say so.
• Uncertainty is reported, never laundered: an assumed claim stays visibly assumed all the way into the final summary.

Outcomes

• Conclusions trace to verified observations; assumptions are visible, not embedded in fluent prose.
• Faults get explained, not patched around.
• The riskiest unknowns die first, while changing course is still cheap.
• Failure triggers strategy change early, on a signal.
• Context loss is survivable at every point; a successor can resume from artifacts alone.