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Assign Clarity Landscape Node Team

assignClarityLandscapeNodeTeam
DestructiveIdempotent

Set the owning team of a process in the process landscape (organization admin+). On a proposed process this accepts the proposal and creates the real process for that team; on an existing process it moves the process, its captures and its brief to another team.

Input Schema

NameRequiredDescriptionDefault
orgIdYes
intentNoPass "accept-proposal" when the node is expected to still be a proposed process; the call then fails if someone already accepted it, instead of silently moving a real process.
nodeIdYesThe process node whose owning team changes.
teamIdYesThe team that owns the process from now on. A process always belongs to a team, so null is rejected.

Schema Changelog

Changes observed during successful MCP inspections.

  1. Added

TDQS

A4/5.0
Behavior4/5

Does the description disclose side effects, auth requirements, rate limits, or destructive behavior?

Adds meaningful context beyond the annotations: the admin+ permission requirement, the side effect that a proposal is accepted and a real process is created, and that a move also relocates the process's captures and brief. That discloses scope of mutation well, though it does not address reversibility or failure modes beyond what the schema states.

Agents need to know what a tool does to the world before calling it. Descriptions should go beyond structured annotations to explain consequences.

Conciseness5/5

Is the description appropriately sized, front-loaded, and free of redundancy?

Two dense sentences, front-loaded with the action, then the permission gate, then the two behavioral branches. No filler or repetition.

Shorter descriptions cost fewer tokens and are easier for agents to parse. Every sentence should earn its place.

Completeness4/5

Given the tool's complexity, does the description cover enough for an agent to succeed on first attempt?

For a destructive, idempotent mutation with no output schema, the definition covers permissions, side effects, and outcome branching, which is what an agent needs before calling it. Minor omissions (no note on reversibility or what a successful response yields) keep it short of a 5.

Complex tools with many parameters or behaviors need more documentation. Simple tools need less. This dimension scales expectations accordingly.

Parameters3/5

Does the description clarify parameter syntax, constraints, interactions, or defaults beyond what the schema provides?

Schema description coverage is 75% and the descriptions already cover intent semantics (the fail-if-already-accepted behavior) and teamId's null rejection. The description implies the 'accept-proposal' path but never names parameters or adds syntax beyond the schema, so it sits at the baseline.

Input schemas describe structure but not intent. Descriptions should explain non-obvious parameter relationships and valid value ranges.

Purpose4/5

Does the description clearly state what the tool does and how it differs from similar tools?

States a specific verb+resource: setting the owning team of a process in the process landscape, and spells out the two distinct outcomes (accepting a proposal vs. moving an existing process). This is clear and concrete, but no sibling tool is named (e.g., setClarityLandscapeNodePlacement, acceptClarityLandscapeNode), so differentiation is implied rather than explicit.

Agents choose between tools based on descriptions. A clear purpose with a specific verb and resource helps agents select the right tool.

Usage Guidelines4/5

Does the description explain when to use this tool, when not to, or what alternatives exist?

Provides a real precondition (organization admin+) and explains that behavior branches on whether the node is still a proposed process or an already-accepted one, which tells an agent when each mode applies. It never explicitly routes the agent away from alternatives or states when not to use this tool.

Agents often have multiple tools that could apply. Explicit usage guidance like "use X instead of Y when Z" prevents misuse.

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