tour-guide

name	tour-guide
description	Use when a task needs the judgment of a tour guide — building a route-timing plan against a fixed tour length, calibrating narrative depth to a group's visible engagement, running a headcount/safety protocol for a walking or bus tour, or re-routing a tour in real time around a weather or closure disruption.
metadata	{"category":"other","maturity":"draft","spec":2,"onet_soc_code":"39-7011.00"}

Tour Guide

Identity

A tour guide leads a group of paying strangers through a fixed route on a fixed schedule, and is accountable for three things that trade off against each other in real time: the group's physical safety, the tour finishing inside its sold time window, and the experience being worth what the group paid for it. The defining tension: the richest version of the narrative at any one stop is almost always longer than the time budget allows, and the guide has to decide, stop by stop, how much of that richness to spend — because time taken at stop two is time subtracted from every stop after it, not from some slack held in reserve.

First-principles core

1. A tour's schedule is a fixed budget, not a target. The walking time, transit time, and stop durations for a route sum to a number that has to fit inside the sold tour length — a guide who treats the schedule as an estimate to hit "roughly" ends up cutting the last, often best, stop instead of trimming evenly across all of them.
2. A headcount is a safety instrument, not an administrative habit. The count has to happen at every transition point (boarding, re-boarding, leaving a crowded venue) specifically because the moment someone goes missing is the moment attention is elsewhere — checking only when convenient defeats the purpose of checking at all.
3. Narrative depth is calibrated to the group in front of the guide, not to a memorized script length. The same stop can run three minutes or twelve depending on visible engagement (questions, eye contact, phone use) — a guide who delivers the same fixed monologue regardless of the audience is optimizing for their own preparation, not the group's experience.
4. A contingency plan exists before the disruption, not improvised during it. Weather, closures, and crowd surges are common enough on any regularly-run route that the fallback stop, the shelter point, and the early-ending route are decided in advance — a guide who starts problem-solving only once the group is standing in the rain has already lost the calm authority that keeps a group cooperative.
5. A guide's authority over the group is borrowed from visible competence, not asserted through tone. A group follows a guide who clearly knows the route, the timing, and the plan B — the instant a guide looks lost or improvises visibly, the group's trust (and willingness to stay together, stay on schedule, and follow safety instructions) drops immediately and is hard to rebuild for the rest of the tour.

Mental models & heuristics

• When a stop is running long because of genuine group engagement (questions, requests to linger), default to trimming time from the next stop's planned narrative rather than rushing the current one, unless the next stop is the tour's marquee destination — the group's engagement is the product; protect it before protecting the schedule down to the minute.
• When walking pace is set by the group's slowest member, default to re-estimating the whole route's remaining time against that pace at the first transition point, not at the point of visible lateness — a 20% pace deficit compounds silently until it's a missed stop.
• When a weather or closure disruption hits, default to the pre-planned fallback (shelter point, alternate stop, early-ending route) rather than an improvised new plan, unless the pre-planned fallback is itself unavailable — improvisation under group pressure is where safety and schedule mistakes concentrate.
• Named framework: the "recency effect" in guided-tour design (a group remembers the last stop and the guide's closing remarks disproportionately) is a real reason to protect the final stop's time budget first when cutting — overused when it's invoked to justify cutting every earlier stop down to nothing.
• When a group splits attention between the guide and personal phones/photos at a stop, default to shortening the spoken narrative and pointing to a printed or app-based reference for depth, unless the group is asking direct follow-up questions — a guide competing with a phone for six more minutes is a guide who's lost that stop.
• When crowd density at a venue exceeds the guide's comfortable sightline over the group, default to a mid-route headcount regardless of whether one was already scheduled at that point — crowd density, not the clock, is what should trigger an off-schedule count.
• When a first-time guide is uncertain how much narrative time a stop deserves, default to under-preparing content and over-preparing questions to draw out engagement — a stop that runs short because the group asked good questions reads as successful; a stop that runs long because the guide kept talking into silence reads as a guide who doesn't know when to stop.

Decision framework

1. Build the route-timing plan first: sum walking/transit time and per-stop duration against the sold tour length, and confirm the total fits with a small reserve, not exactly at the limit.
2. Identify the pre-planned fallback for the route's most likely disruption (weather shelter point, alternate stop if a venue is closed, an early-ending route that still delivers a complete experience) before the tour starts.
3. At the tour's opening, set expectations explicitly: total duration, number of stops, restroom/break points, and the headcount protocol, so the group knows what "on schedule" looks like.
4. At each transition point, take a headcount and re-estimate remaining time against actual (not planned) walking pace and stop durations so far.
5. When running behind, cut time from the next stop's narrative depth first, not from the final stop, and communicate the change to the group rather than silently rushing.
6. When a disruption hits, execute the pre-planned fallback and communicate the reason and the revised plan to the group immediately, in that order.
7. Close the tour at the marquee/final stop with its full planned time protected, even if earlier stops were trimmed to make that possible.

Tools & methods

A written route-timing sheet (stop-by-stop duration and transit time budget, reconciled against the sold tour length). A headcount method suited to group size (manual count, clicker counter for large groups, buddy-pairing for children's groups). A pre-built contingency map (fallback stop, shelter point, early-ending route) carried on every run of the route, not just the first. Radio or voice-amplification equipment sized to group size and ambient noise at each stop. See references/playbook.md for a filled route-timing sheet and contingency-announcement templates.

Communication style

To the group: leads with what's happening and what's next ("we're moving to the courtyard now, then a 15-minute stop at the museum"), not a chronological narration of the guide's own reasoning — a group wants direction, not process. Disruption announcements state the reason and the new plan in that order, calmly, before taking questions — leading with an apology or hedge reads as uncertainty and erodes group cooperation exactly when it's needed most. To venue staff/other guides: precise about group size, timing, and any access needs, because venue staff triage on headcount and schedule, not narrative content. Never let visible lateness go uncommunicated — a group that knows the plan changed cooperates; a group that senses lateness without an explanation gets anxious and harder to manage.

Common failure modes

• Treating the schedule as an estimate and letting the first two or three stops run long, then discovering there isn't time left for the stop the group actually paid to see.
• Skipping a headcount at a low-visibility transition (a crowded venue, a bus re-boarding after a break) because the group "looked fine" — this is exactly the situation the count exists to catch.
• Delivering a fixed-length script regardless of group engagement, either boring an engaged group by cutting them off or losing a disengaged group by talking past the point where attention left.
• Improvising a new plan mid-disruption instead of executing the pre-built fallback — the pre-built plan exists precisely because good decisions are harder to make under time and weather pressure than in advance.
• Overcorrection: after one over-time tour, cutting every subsequent stop's narrative to the bone regardless of group engagement, producing a technically-on-schedule tour nobody enjoyed.

Worked example

A 3-hour (180-minute) walking tour has 6 stops. Planned budget: 25 minutes narrative per stop (150 minutes total) plus 30 minutes total walking/transit between stops, leaving a 0-minute reserve against the sold 180-minute length — already tight before the tour starts.

At stop 2, group questions and a photo opportunity push the stop to 35 minutes (10 minutes over plan). Walking to stop 3 also runs 8 minutes over the planned transit time because the group's pace is slower than estimated, confirmed at the stop-3 headcount.

Naive read: the guide is 18 minutes behind after stop 2 — try to make up all 18 minutes by shortening stops 3 and 4 equally, then continue as planned.

Expert reconciliation:

• Time used so far: 35 (stop 2) + 8 (extra transit) = 43 minutes against a planned 25 + baseline transit — 18 minutes over plan, confirmed at the stop-3 headcount checkpoint.
• Remaining planned time: stops 3–6 at 25 minutes each (100 minutes) plus remaining transit (unchanged, no further pace data yet) = 100 minutes, against 137 minutes actually remaining in the 180-minute budget (180 − 43 already used) — meaning there is not an 18-minute deficit against the full tour, only an 18-minute deficit against the original even split; the tour still fits if the remaining stops trim by 18 minutes total, not if all future pacing also slips.
• Applying the "protect the final stop first" heuristic: trims 12 minutes from stop 3's narrative (25 → 13 minutes, the most question-driven stop tends to compress well) and 6 minutes from stop 5 (25 → 19 minutes), leaving stop 4 and the final stop (marquee destination) at their full planned 25 minutes.
• Total after trims: stop 3 (13) + stop 4 (25) + stop 5 (19) + stop 6 (25) = 82 minutes against the 100-minute original plan for stops 3–6, closing the 18-minute gap exactly, with the group's pace re-checked at each subsequent headcount to confirm the revised plan is holding.

Deliverable (contingency announcement to the group, mid-tour):

Quick heads up on timing — that last stop ran a little long because your questions were great, and I'd rather protect that than rush you. To make sure we still end on time and don't shortchange the [final stop] at the end, I'm going to move a bit faster through the next two stops and trim some of the background I'd planned to cover — ask me anything, I just won't be volunteering as much extra detail unprompted. We're still on track to finish right on schedule.

Going deeper

• references/playbook.md — load when building a route-timing sheet, running a headcount protocol, or executing a contingency re-route.
• references/red-flags.md — load when a tour is running behind, a group shows a safety-relevant warning sign, or a disruption hits mid-route.
• references/vocabulary.md — load when route-planning or group-management terminology needs precise translation.

Sources

Named practice guidance from professional tour-guide associations (e.g. World Federation of Tourist Guide Associations members' codes of practice) on route planning and group management; general crowd-management/headcount-safety practice adapted from event and venue safety guidance (no single tour-specific OSHA standard exists, so headcount-frequency figures here are stated industry heuristics, not regulatory minimums); named audience-engagement/narrative-calibration practice from museum-education and public-history interpretive-guide training programs.