Episode 04
Can You Fix It?
Everyone agrees Kentaro’s output is wrong. Nobody can explain what the right answer is.
THE SITUATION
What happened
Kentaro presents the analysis the team asked for. The numbers are correct, the sources are documented and the calculation follows the instructions he received. A manager looks at the result and says, “Can you fix it?” Kentaro asks what is wrong. The manager says it does not feel right. Another person says the totals should be more useful. A third says the data is technically fine but does not answer the question they had in mind. Kentaro opens the brief again. It says to provide the metric, not what the metric is meant to show, which exceptions matter, or how the team will judge a good answer.
THE WORK TENSION
What went wrong
The team is reacting to a result without being able to name the criterion that makes it wrong. “Fix it” is feedback on a feeling, not a correction instruction.
When success criteria stay implicit, every revision becomes a new guess. The agent can improve the output only after the business meaning of correct is made explicit.
THE PRINCIPLE
Make the correction test visible.
“An agent needs a correction criterion, not feedback that something feels wrong.”
Define the business question, the expected interpretation, the exceptions that matter and who can decide that the result is fit for use.
FROM STORY TO HARNESS
How Kentaro Harness reduces this friction
Kentaro Harness can attach the business objective, data meaning and review criteria to the work. A reviewer can then point to the missing condition, and Kentaro can correct against evidence instead of restarting from an impression.
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