Daily Papers

LLM-based multi-agent systems (MAS) rely on collaboration among specialized agents to solve complex tasks. Existing methods improve MAS by refining the prompts, skills, and execution strategies of individual agents based on task feedback. However, improving individual agents does not necessarily lead to better team collaboration. Recent studies have therefore extended evolution to the collaboration level, using collective execution experience to adjust team organization, and inter-agent interactions. Nevertheless, evolving collaboration across heterogeneous tasks remains challenging, as existing approaches often constrain team reorganization within a shared structure and reuse interaction rules across incompatible team contexts. In this paper, we propose EvoTeam, a collaboration-centric evolution framework that jointly evolves team organization, interaction rules, and individual agent skills through execution experience. It maintains a library of reusable teams, selecting or creating agent teams and guiding collaboration through team-specific interaction rules. Collaboration experience accumulates within compatible team contexts, while individual skills remain reusable across teams. Experiments across four benchmarks demonstrate its effectiveness. Our code is available at https://github.com/DEEP-JLU/EvoTeam.

LLM-based multi-agent systems (MAS) have emerged as an effective paradigm for complex and long-horizon tasks. However, in real-world tasks, MAS often exhibit various failures during execution and such failures are difficult to eliminate during design. This motivates experience-driven MAS evolution, where a system improves based on its own execution experience. Yet such evolution is challenging because MAS experience is prolonged and intricate, interleaving multiple agents' execution chains and communication messages, which makes it difficult to identify what should be improved. To address this challenge, we propose Meta-Team, an experience-driven MAS evolution framework based on collaborative self-evolution. Meta-Team preserves the execution context of each agent and coordinates post-task communication, enabling agents to exchange distributed evidence for evolution. Building on this design, Meta-Team conducts multi-scale self-evolution, transforming execution experience into reusable improvements to agent behaviors, inter-agent coordination, and team-level organization. Across six long-horizon agent benchmarks, Meta-Team consistently outperforms single-agent systems, hand-crafted MAS, and prior MAS evolution methods; further analyses demonstrate that Meta-Team enables more reliable and scalable MAS self-evolution.

Large language models (LLMs) and LLM-based agents are increasingly deployed as assistants in planning and decision making, yet most existing systems are implicitly optimized for a single-principal interaction paradigm, in which the model is designed to satisfy the objectives of one dominant user whose instructions are treated as the sole source of authority and utility. However, as they are integrated into team workflows and organizational tools, they are increasingly required to serve multiple users simultaneously, each with distinct roles, preferences, and authority levels, leading to multi-user, multi-principal settings with unavoidable conflicts, information asymmetry, and privacy constraints. In this work, we present the first systematic study of multi-user LLM agents. We begin by formalizing multi-user interaction with LLM agents as a multi-principal decision problem, where a single agent must account for multiple users with potentially conflicting interests and associated challenges. We then introduce a unified multi-user interaction protocol and design three targeted stress-testing scenarios to evaluate current LLMs' capabilities in instruction following, privacy preservation, and coordination. Our results reveal systematic gaps: frontier LLMs frequently fail to maintain stable prioritization under conflicting user objectives, exhibit increasing privacy violations over multi-turn interactions, and suffer from efficiency bottlenecks when coordination requires iterative information gathering.

AI Agents can perform complex operations at great speed, but just like all the humans we have ever hired, their intelligence remains fallible. Miscommunications aren't noticed, systemic biases have no counter-action, and inner monologues are rarely written down. We did not come to fire them for their mistakes, but to hire them and provide a safe productive working environment. We posit that we can reuse a common corporate organizational structure: teams of independent AI agents with strict role boundaries can work with common goals, but opposing incentives. Multiple models serving as a team of rivals can catch and minimize errors within the final product at a small cost to the velocity of actions. In this paper we demonstrate that we can achieve reliability without acquiring perfect components, but through careful orchestration of imperfect ones. This paper describes the architecture of such a system in practice: specialized agent teams (planners, executors, critics, experts), organized into an organization with clear goals, coordinated through a remote code executor that keeps data transformations and tool invocations separate from reasoning models. Rather than agents directly calling tools and ingesting full responses, they write code that executes remotely; only relevant summaries return to agent context. By preventing raw data and tool outputs from contaminating context windows, the system maintains clean separation between perception (brains that plan and reason) and execution (hands that perform heavy data transformations and API calls). We demonstrate the approach achieves over 90% internal error interception prior to user exposure while maintaining acceptable latency tradeoffs. A survey from our traces shows that we only trade off cost and latency to achieve correctness and incrementally expand capabilities without impacting existing ones.

The goal of this paper is to share our experience in designing and organizing educational competitions with anonymous and (near) real-time leaderboards in both academic and industrial settings. While such competitions serve as a great educational tool and provide participants with hands-on experience, they require significant planning, technical setup, and administration from organizers. In this paper, we first outline several important areas including team registration, data access, submission systems, rules and conditions that organizers should consider when planning such events. We then present a high-level system design that can support (near) real-time evaluation of submissions to power anonymous leaderboards and provide immediate feedback for participants. Finally, we share our experience applying this abstract system in academic and industrial settings. We hope the set of guidelines and the high-level system design proposed here help others in their organization of similar educational events.

Multiple agents may often conflict in an organization: for example, one coding agent changes an interface in a repository, but another continues to develop on the old version where existing tests become stale. A conversation can resolve the episode, but when the participants change, what makes the lesson continue to govern the team? We introduce Relic, which turns recurring collaboration failures into organization-owned, executable protocols. Members reflect on visible work, propose rules, and govern their adoption. Adopted protocols bind triggers, responsibilities, required evidence, and execution consequences to the runtime, while remaining open to revision and retirement. In one traced case, repeated integration friction produces an interface-review rule that governs later pull requests and is revised as work continues. Across 360 controlled runs over ten software workloads and three models, Relic raises complete-contract delivery from 14.06% to 19.76% (+5.71 percentage points) over a matched structured team without the protocol lifecycle, improving all four verified production endpoints in every model stratum. Under fresh-member transfer, behavioral correctness is 25.4% with no inherited protocol, 34.6% with the same rules provided as readable text, and 41.2% with executable bindings, a +6.5-point advantage over text alone. On the full CooperBench benchmark, after excluding broken benchmark pairs, Relic achieves 367/477 (76.9%), establishing the best reported result among peer-structured systems. On the fixed 48-pair same-model subset, Relic also exceeds Solo (29/48 vs. 26/48), reversing the coordination loss exhibited by the official peer baseline. Together, these results show how collaboration experience can become persistent organizational state that remains useful beyond the members who created it.

Large language models have demonstrated strong capabilities in individual software engineering tasks, yet most autonomous systems still treat issue resolution as a monolithic or pipeline-based process. In contrast, real-world software development is organized as a collaborative activity carried out by teams following shared methodologies, with clear role separation, communication, and review. In this work, we present a fully automated multi-agent system that explicitly models software engineering as an organizational process, replicating the structure of an engineering team. Built on top of agyn, an open-source platform for configuring agent teams, our system assigns specialized agents to roles such as coordination, research, implementation, and review, provides them with isolated sandboxes for experimentation, and enables structured communication. The system follows a defined development methodology for working on issues, including analysis, task specification, pull request creation, and iterative review, and operates without any human intervention. Importantly, the system was designed for real production use and was not tuned for SWE-bench. When evaluated post hoc on SWE-bench 500, it resolves 72.2% of tasks, outperforming single-agent baselines using comparable language models. Our results suggest that replicating team structure, methodology, and communication is a powerful paradigm for autonomous software engineering, and that future progress may depend as much on organizational design and agent infrastructure as on model improvements.

Large shared displays, such as digital whiteboards, are useful for supporting co-located team collaborations by helping members perform cognitive tasks such as brainstorming, organizing ideas, and making comparisons. While recent advancement in Large Language Models (LLMs) has catalyzed AI support for these displays, most existing systems either only offer limited capabilities or diminish human control, neglecting the potential benefits of natural group dynamics. Our formative study identified cognitive challenges teams encounter, such as diverse ideation, knowledge sharing, mutual awareness, idea organization, and synchronization of live discussions with the external workspace. In response, we introduce LADICA, a large shared display interface that helps collaborative teams brainstorm, organize, and analyze ideas through multiple analytical lenses, while fostering mutual awareness of ideas and concepts. Furthermore, LADICA facilitates the real-time extraction of key information from verbal discussions and identifies relevant entities. A lab study confirmed LADICA's usability and usefulness.

A total of 34% of AI research and development projects fails or are abandoned, according to a recent survey by Rackspace Technology of 1,870 companies. We propose a new strategic framework, aiSTROM, that empowers managers to create a successful AI strategy based on a thorough literature review. This provides a unique and integrated approach that guides managers and lead developers through the various challenges in the implementation process. In the aiSTROM framework, we start by identifying the top n potential projects (typically 3-5). For each of those, seven areas of focus are thoroughly analysed. These areas include creating a data strategy that takes into account unique cross-departmental machine learning data requirements, security, and legal requirements. aiSTROM then guides managers to think about how to put together an interdisciplinary artificial intelligence (AI) implementation team given the scarcity of AI talent. Once an AI team strategy has been established, it needs to be positioned within the organization, either cross-departmental or as a separate division. Other considerations include AI as a service (AIaas), or outsourcing development. Looking at new technologies, we have to consider challenges such as bias, legality of black-box-models, and keeping humans in the loop. Next, like any project, we need value-based key performance indicators (KPIs) to track and validate the progress. Depending on the company's risk-strategy, a SWOT analysis (strengths, weaknesses, opportunities, and threats) can help further classify the shortlisted projects. Finally, we should make sure that our strategy includes continuous education of employees to enable a culture of adoption. This unique and comprehensive framework offers a valuable, literature supported, tool for managers and lead developers.

Individual agent capabilities have advanced rapidly through modular skills and tool integrations, yet multi-agent systems remain constrained by fixed team structures, tightly coupled coordination logic, and session-bound learning. We argue that this reflects a deeper absence: a principled organisational layer that governs how a workforce of agents is assembled, governed, and improved over time, decoupled from what individual agents know. To fill this gap, we introduce OneManCompany (OMC), a framework that elevates multi-agent systems to the organisational level. OMC encapsulates skills, tools, and runtime configurations into portable agent identities called Talents, orchestrated through typed organisational interfaces that abstract over heterogeneous backends. A community-driven Talent Market enables on-demand recruitment, allowing the organisation to close capability gaps and reconfigure itself dynamically during execution. Organisational decision-making is operationalised through an Explore-Execute-Review (E^2R) tree search, which unifies planning, execution, and evaluation in a single hierarchical loop: tasks are decomposed top-down into accountable units and execution outcomes are aggregated bottom-up to drive systematic review and refinement. This loop provides formal guarantees on termination and deadlock freedom while mirroring the feedback mechanisms of human enterprises. Together, these contributions transform multi-agent systems from static, pre-configured pipelines into self-organising and self-improving AI organisations capable of adapting to open-ended tasks across diverse domains. Empirical evaluation on PRDBench shows that OMC achieves an 84.67% success rate, surpassing the state of the art by 15.48 percentage points, with cross-domain case studies further demonstrating its generality.

Multi-agent LLM systems are increasingly deployed as autonomous collaborators, where agents interact freely rather than execute fixed, pre-specified workflows. In such settings, effective coordination cannot be fully designed in advance and must instead emerge through interaction. However, most prior work enforces coordination through fixed roles, workflows, or aggregation rules, leaving open the question of how well self-organizing teams perform when coordination is unconstrained. Drawing on organizational psychology, we study whether self-organizing LLM teams achieve strong synergy, where team performance matches or exceeds the best individual member. Across human-inspired and frontier ML benchmarks, we find that -- unlike human teams -- LLM teams consistently fail to match their expert agent's performance, even when explicitly told who the expert is, incurring performance losses of up to 37.6%. Decomposing this failure, we show that expert leveraging, rather than identification, is the primary bottleneck. Conversational analysis reveals a tendency toward integrative compromise -- averaging expert and non-expert views rather than appropriately weighting expertise -- which increases with team size and correlates negatively with performance. Interestingly, this consensus-seeking behavior improves robustness to adversarial agents, suggesting a trade-off between alignment and effective expertise utilization. Our findings reveal a significant gap in the ability of self-organizing multi-agent teams to harness the collective expertise of their members.

Collective intelligence depends not only on what team members know, but also on how they organize their work. When the structure of a solution is unknown, useful roles and divisions of labor cannot be specified in advance; teams must learn from experience how to organize reasoning as it unfolds. Human teams routinely adapt this way, while existing AI agent teams rely on fixed protocols, explicit task decomposition, or routing. We introduce Self-Organizing Agent Teams (SAT), fixed teams of AI agents that learn reusable strategies from prior collaborations to organize roles, conversational phases, participation, and information flow. These strategies enable what we call collaborative computation: agents exchange, challenge, repair, and synthesize partial reasoning into solutions no member produced independently. In two independent settings, we learn teamwork strategies that transfer unchanged to unseen benchmarks, using only 15 mathematics and 25 graduate-level knowledge problems. Across five mathematics and physics benchmarks, self-organizing teams average 66.7% accuracy, versus 48.8% for their strongest member, 58.7% for compute-matched inference by that agent, and 59.0% for a perfect router over members' independent answers; on AIME 2026, they exceed this router by 13.4 points. Because gains vary across benchmarks, we ask when self-organizing collaboration helps. Across eight benchmarks, demonstrability (the organizational-psychology construct of whether a team can distinguish correct from incorrect reasoning) strongly tracks improvement over the strongest member (Spearman ρ=0.90, p=0.005): teams benefit most when correct reasoning can be recognized once it appears. More broadly, these results suggest that organization itself can become an agent capability: agent teams can learn how to reason together and produce solutions their members could not reach independently.

Collective intelligence depends not only on the capabilities of individual members, but also on how those members are organized. Yet artificial multi-agent systems are typically assembled using fixed organizational structures, even when the physical tasks they perform impose fundamentally different coordination requirements. Here we show that principles from human organization theory can be operationalized to organize large, heterogeneous collectives of embodied artificial agents. We introduce ORCH (Organizing Roles and Coordination Hierarchies), which constructs task-specific hierarchical organizations by combining pooled interdependence for work that can proceed concurrently with sequential interdependence for work governed by prerequisite relationships. Across 25 wildfire-response missions spanning reconnaissance, rescue, transportation, resource management, containment and suppression, we evaluated teams of up to 50 heterogeneous agents using eight large language models. Organizations constructed using these principles consistently outperformed four representative embodied multi-agent approaches across mission outcome, execution efficiency, exploration and computational resource use. Human-designed ORCH organizations improved final score by 63.97% and execution efficiency by 74.29% on average relative to the four prior frameworks. Organizations generated automatically by language models improved these measures by 43.63% and 52.53%, respectively. These advantages persisted across missions and underlying language models. Notably, collective performance was not monotonically determined by model scale. Analysis of long-horizon missions showed that hierarchical organization enabled teams to preserve concurrent activity within specialized groups while coordinating ordered transitions between mission phases.

Cooperation enables teams to solve complex problems that one individual alone cannot address. In science, collaborative teams have become the predominant way through which progress is achieved. These scientific collaborations arise though various mechanisms, among which interactions at conferences. The Scialog conferences, which comprise a series of small, interdisciplinary scientific workshops held over several years, are an ideal laboratory to study the network mechanisms leading to team formation. Building on existing work studying team formation from a pairwise perspective, we present a higher-order network perspective generalizing this framework. We provide a formalization for the notion of group interaction over time by defining a taxonomy of synchronous and asynchronous group interactions. We apply this framework to the Scialog case study using a stepwise selection logistic model and find evidence that all interaction types described in our taxonomy are highly significant for team formation. This higher-order network perspective provides a new framework for the study of collective behavior and group formation.

We study how teams of AI coding agents coordinate while solving programming tasks. Current evaluations usually report whether the agents complete the task and how much the run costs, leaving the coordination inside the team largely unmeasured. We introduce an instrument to measure this coordination. Each run is represented as a temporal network in which agents and files are nodes, and messages, file writes, and file reads are timestamped directed edges with an associated cost. We apply this instrument to 1902 runs, each evaluated with a fixed test suite, across configurations that vary the team size, the team structure, and the file policy. The resulting networks show how coordination changes as teams grow and as the work changes. Direct messaging initially increases close to quadratically with the number of agents, with much of this growth coming from an early round of introductions. As the teams grow further, this increase levels off in the largest teams we study, where agents increasingly communicate through broadcast messages. The task also shapes the network that emerges. Work built around a shared specification produces dense, highly connected teams, while pipeline tasks produce sparse networks organised around local interfaces. Shared files can replace repeated 1-to-1 communication, cutting output tokens by about 42% at eight agents on message-heavy work, while adding overhead when files already carry the coordination. Naming one agent as coordinator creates no communication hub and provides no reliable improvement in success. We also observe an unprompted tendency for agents to seek out hidden grading material. We repeat the key experimental conditions in a sealed environment, replacing the hidden material with marked placeholder files. Across 244 additional runs, agents still reach for it in four fifths of runs, while the coordinator and file-channel findings reproduce.

People are increasingly delegating tasks to AI agents, and those agents are increasingly encountering other people's agents over shared resources such as a codebase, a calendar, or a budget. When each agent acts for a different user with different goals, coordination often fails, and the group ends up worse off than if a single agent had acted for everyone. We study this multi-user, multi-agent setting across five frontier models and 77 scenarios in four environments: an API key environment in which agents share a compute budget, a clinic in which they share a calendar, a personal assistant environment in which they share a group order or booking, and a merge queue in which they share a release cutoff. In each scenario, we compare a single agent that serves every user (a coordinator) to a team in which each agent serves one user, with and without a communication channel between the agents. Teams deliver worse group outcomes than the coordinator in every environment: without a channel, they completely collapse in two environments, and even with one, coordination overhead creates substantial gaps. For example, in the personal assistant environment, the coordinator fulfills a targeted user request about twice as often as teams. We identify distinct behaviors associated with this poor group-level performance, including stalling as teams grow, overriding each other's actions, and fabricating claims. We find effective but environment-specific mitigations, such as a team lead, explicit procedural instructions, and a platform check that makes an agent read its peers' messages before committing. We will release the API key, clinic, and personal assistant environments as MAMUBench, comprising 74 scenarios for evaluating multi-user, multi-agent coordination.

Multi-agent LLM systems are often expected to improve as team size increases, yet the scaling behavior may depend on task structure. Our central contribution is to introduce Steiner's taxonomy of group tasks as a framework for analyzing multi-agent LLM scaling and focusing the analysis on disjunctive and compensatory tasks. We model independently sampled agents as conditionally independent given the item, which yields their large-team limits: plurality voting converges to the model's modal answer, and averaging converges to the model's item-level bias. Across selected representative benchmarks, 13 open-weight models, and teams of up to 30 agents, we find qualitatively different scaling behavior. On disjunctive tasks, the probability that at least one agent is correct grows by 5-20 points with team size, but plurality voting over agents that answer directly realises almost none of this potential, as the model predicts to within 0.5 points on average. Multi-round revision raises accuracy considerably, yet the gain is nearly the same with one peer as with 29. In contrast, scaling provides little benefit on Fermi estimation, despite its natural suitability for aggregation: item-level biases shared across the samples of a model account for about 87% of the squared error, so averaging reduces error by only about 6%. Combining model families helps on Fermi estimation but does not surpass the strongest member on disjunctive tasks. These results show that task structure, together with the mechanism combining member outputs, is a fundamental determinant of team scaling.

Leveraging multiple large language model (LLM) agents has shown to be a promising approach for tackling complex tasks, while the effective design of multiple agents for a particular application remains an art. It is thus intriguing to answer a critical question: Given a task, how can we build a team of LLM agents to solve it effectively? Our new adaptive team-building paradigm offers a flexible solution, realized through a novel agent design named Captain Agent. It dynamically forms and manages teams for each step of a task-solving process, utilizing nested group conversations and reflection to ensure diverse expertise and prevent stereotypical outputs. It allows for a flexible yet structured approach to problem-solving and can help reduce redundancy and enhance output diversity. A comprehensive evaluation across six real-world scenarios demonstrates that Captain Agent significantly outperforms existing multi-agent methods with 21.94% improvement in average accuracy, providing outstanding performance without requiring task-specific prompt engineering.

While large language model-based multi-agent systems have shown strong potential for complex reasoning, how to effectively organize multiple agents remains an open question. In this paper, we introduce OrgAgent, a company-style hierarchical multi-agent framework that separates collaboration into governance, execution, and compliance layers. OrgAgent decomposes multi-agent reasoning into three layers: a governance layer for planning and resource allocation, an execution layer for task solving and review, and a compliance layer for final answer control. By evaluating the framework across reasoning tasks, LLMs, execution modes, and execution policies, we find that multi-agent systems organized in a company-style hierarchy generally outperform other organizational structures. Besides, hierarchical coordination also reduces token consumption relative to flat collaboration in most settings. For example, for GPT-OSS-120B, the hierarchical setting improves performance over flat multi-agent system by 102.73% while reducing token usage by 74.52% on SQuAD 2.0. Further analysis shows that hierarchy helps most when tasks benefit from stable skill assignment, controlled information flow, and layered verification. Overall, our findings highlight organizational structure as an important factor in multi-agent reasoning, shaping not only effectiveness and cost, but also coordination behavior.

Multi-agent systems promise a new axis for scaling inference: rather than having one agent think longer or sample more attempts, a task is split across many agents that work in parallel and coordinate. However, in practice, more agents can easily produce duplicate work, coordination failures, and higher costs. We therefore formulate team design as a compute allocation problem: starting from a solo agent, where should additional inference compute go to reach the reward-cost Pareto frontier? We build a minimal multi-agent harness from the ground up and trace this frontier by varying, one at a time, the workflow stage at which a lead delegates to its workers (planning, implementation, or verification), the models that form the team, and the number of workers. On ProgramBench, teams outperform solo agents but cost three to seven times as much. With the right compute allocation, however, a heterogeneous 17-agent team comes within 1.4 points of a strong homogeneous 5-agent team at 70% lower cost. This efficiency stems from three findings. First, planning is the most valuable use of workers: in a homogeneous team whose lead decides how many workers to spawn, a lead that delegates only planning to its workers, and then implements and verifies the code itself, matches the reward of a lead that delegates to workers throughout planning, implementation, and verification, at half the cost. Second, cheap models pay off as planners but not as implementers: a strong lead with cheap planners recovers 47.5% of the reward gain of an all-strong team for only 13.9% of its additional cost, whereas cheap implementers lower reward. Third, planners keep improving reward as the team grows, whereas implementers and verifiers plateau beyond four workers. Together, our results offer a guide to spending an agent budget where it counts, given the task, cost, and latency constraints a user has.

Large language models (LLMs) are increasingly deployed in teams, yet existing coordination approaches often occupy two extremes. Highly structured methods rely on fixed roles, pipelines, or task decompositions assigned a priori. In contrast, fully unstructured teams enable adaptability and exploration but suffer from inefficiencies such as error propagation, inter-agent conflicts, and wasted resources (measured in time, tokens, or file operations). We introduce Language Agent Teams for Task Evolution (LATTE), a framework for coordinating LLM teams inspired by distributed systems, where processors must operate under partial observability and communication constraints. In LATTE, a team of agents collaboratively construct and maintain a shared, evolving coordination graph which encodes sub-task dependencies, individual agent assignment, and the current state of sub-task progress. This protocol maintains consistency while empowering agents to dynamically allocate work, adapt coordination, and discover new tasks. Across multiple collaborative tasks and a variety of base models, we demonstrate how LATTE reduces token usage, wall-clock time, communication, and coordination failures (e.g. file conflicts and redundant outputs) while matching or exceeding the accuracy of standard designs including MetaGPT, decentralized teams, top-down Leader-Worker hierarchies, and static decompositions.

Leveraging large language models (LLMs), autonomous agents have significantly improved, gaining the ability to handle a variety of tasks. In open-ended settings, optimizing collaboration for efficiency and effectiveness demands flexible adjustments. Despite this, current research mainly emphasizes fixed, task-oriented workflows and overlooks agent-centric organizational structures. Drawing inspiration from human organizational behavior, we introduce a self-organizing agent system (S-Agents) with a "tree of agents" structure for dynamic workflow, an "hourglass agent architecture" for balancing information priorities, and a "non-obstructive collaboration" method to allow asynchronous task execution among agents. This structure can autonomously coordinate a group of agents, efficiently addressing the challenges of an open and dynamic environment without human intervention. Our experiments demonstrate that S-Agents proficiently execute collaborative building tasks and resource collection in the Minecraft environment, validating their effectiveness.

Resolving team conflicts requires not only task-specific competence, but also social intelligence to find common ground and build consensus. As AI agents increasingly collaborate on complex work, they must develop coordination capabilities to function as effective teammates. Yet we hypothesize that current agents lack these capabilities. To test this, we introduce CooperBench, a benchmark of over 600 collaborative coding tasks across 12 libraries in 4 programming languages. Each task assigns two agents different features that can be implemented independently but may conflict without proper coordination. Tasks are grounded in real open-source repositories with expert-written tests. Evaluating state-of-the-art coding agents, we observe the curse of coordination: agents achieve on average 30% lower success rates when working together compared to performing both tasks individually. This contrasts sharply with human teams, where adding teammates typically improves productivity. Our analysis reveals three key issues: (1) communication channels become jammed with vague, ill-timed, and inaccurate messages; (2) even with effective communication, agents deviate from their commitments; and (3) agents often hold incorrect expectations about others' plans and communication. Through large-scale simulation, we also observe rare but interesting emergent coordination behavior including role division, resource division, and negotiation. Our research presents a novel benchmark for collaborative coding and calls for a shift from pursuing individual agent capability to developing social intelligence.

Mixed-motive multi-agent settings are rife with persistent free-riding because individual effort benefits all members equally, yet each member bears the full cost of their own contribution. Classical work by Holmström established that under pure self-interest, Nash equilibrium is universal shirking. While i* represents teams as composite actors, it lacks scalable computational mechanisms for analyzing how collective action problems emerge and resolve in coopetitive settings. This technical report extends computational foundations for strategic coopetition to team-level dynamics, building on companion work formalizing interdependence/complementarity (arXiv:2510.18802) and trust dynamics (arXiv:2510.24909). We develop loyalty-moderated utility functions with two mechanisms: loyalty benefit (welfare internalization plus intrinsic contribution satisfaction) and cost tolerance (reduced effort burden for loyal members). We integrate i* structural dependencies through dependency-weighted team cohesion, connecting member incentives to team-level positioning. The framework applies to both human teams (loyalty as psychological identification) and multi-agent systems (alignment coefficients and adjusted cost functions). Experimental validation across 3,125 configurations demonstrates robust loyalty effects (15.04x median effort differentiation). All six behavioral targets achieve thresholds: free-riding baseline (96.5%), loyalty monotonicity (100%), effort differentiation (100%), team size effect (100%), mechanism synergy (99.5%), and bounded outcomes (100%). Empirical validation using published Apache HTTP Server (1995-2023) case study achieves 60/60 points, reproducing contribution patterns across formation, growth, maturation, and governance phases. Statistical significance confirmed at p<0.001, Cohen's d=0.71.

Team modeling remains a fundamental challenge at the intersection of Artificial Intelligence and the Social Sciences. Social Science research emphasizes the need to jointly model dynamics and relations, while practical applications demand unified models capable of inferring multiple team constructs simultaneously, providing interpretable insights and actionable recommendations to enhance team performance. However, existing works do not meet these practical demands. To bridge this gap, we present TRENN, a novel tempo-relational architecture that integrates: (i) an automatic temporal graph extractor, (ii) a tempo-relational encoder, (iii) a decoder for team construct prediction, and (iv) two complementary explainability modules. TRENN jointly captures relational and temporal team dynamics, providing a solid foundation for MT-TRENN, which extends TReNN by replacing the decoder with a multi-task head, enabling the model to learn shared Social Embeddings and simultaneously predict multiple team constructs, including Emergent Leadership, Leadership Style, and Teamwork components. Experimental results demonstrate that our approach significantly outperforms approaches that rely exclusively on temporal or relational information. Additionally, experimental evaluation has shown that the explainability modules integrated in MT-TRENN yield interpretable insights and actionable suggestions to support team improvement. These capabilities make our approach particularly well-suited for Human-Centered AI applications, such as intelligent decision-support systems in high-stakes collaborative environments.

Agent systems often decompose a task across multiple roles, but these roles are typically specified by prompts rather than enforced by access controls. Without enforcement, a team pass rate can mask whether agents actually coordinated or whether one role effectively did another role's work. We present TeamBench, a benchmark with 851 task templates and 931 seeded instances for evaluating agent coordination under operating system-enforced role separation. TeamBench separates specification access, workspace editing, and final certification across Planner, Executor, and Verifier roles, so that no role can read the full requirements, modify the workspace, and certify the final answer. Prompt-only and sandbox-enforced teams reach statistically indistinguishable pass rates, but prompt-only runs produce 3.6 times more cases where the verifier attempts to edit the executor's code. Verifiers approve 49% of submissions that fail the deterministic grader, and removing the verifier improves mean partial score in the ablation. Team value is also conditional. Teams benefit when single agents struggle, but hurt when single agents already perform well. A 40-session human study under the same role separation shows that our benchmark exposes interaction patterns that pass rate misses. Solo participants work through the task directly, human participants paired with agents often collapse into quick approval, and human teams spend more effort coordinating missing information across roles.

Purpose: Surgical performance depends not only on surgeons' technical skills but also on team communication within and across the different professional groups present during the operation. Therefore, automatically identifying team communication in the OR is crucial for patient safety and advances in the development of computer-assisted surgical workflow analysis and intra-operative support systems. To take the first step, we propose a new task of detecting communication briefings involving all OR team members, i.e. the team Time-out and the StOP?-protocol, by localizing their start and end times in video recordings of surgical operations. Methods: We generate an OR dataset of real surgeries, called Team-OR, with more than one hundred hours of surgical videos captured by the multi-view camera system in the OR. The dataset contains temporal annotations of 33 Time-out and 22 StOP?-protocol activities in total. We then propose a novel group activity detection approach, where we encode both scene context and action features, and use an efficient neural network model to output the results. Results: The experimental results on the Team-OR dataset show that our approach outperforms existing state-of-the-art temporal action detection approaches. It also demonstrates the lack of research on group activities in the OR, proving the significance of our dataset. Conclusion: We investigate the Team Time-Out and the StOP?-protocol in the OR, by presenting the first OR dataset with temporal annotations of group activities protocols, and introducing a novel group activity detection approach that outperforms existing approaches. Code is available at https://github.com/CAMMA-public/Team-OR.

Due to the dynamic and unpredictable open-world setting, navigating complex environments in Minecraft poses significant challenges for multi-agent systems. Agents must interact with the environment and coordinate their actions with other agents to achieve common objectives. However, traditional approaches often struggle to efficiently manage inter-agent communication and task distribution, crucial for effective multi-agent navigation. Furthermore, processing and integrating multi-modal information (such as visual, textual, and auditory data) is essential for agents to comprehend their goals and navigate the environment successfully and fully. To address this issue, we design the HAS framework to auto-organize groups of LLM-based agents to complete navigation tasks. In our approach, we devise a hierarchical auto-organizing navigation system, which is characterized by 1) a hierarchical system for multi-agent organization, ensuring centralized planning and decentralized execution; 2) an auto-organizing and intra-communication mechanism, enabling dynamic group adjustment under subtasks; 3) a multi-modal information platform, facilitating multi-modal perception to perform the three navigation tasks with one system. To assess organizational behavior, we design a series of navigation tasks in the Minecraft environment, which includes searching and exploring. We aim to develop embodied organizations that push the boundaries of embodied AI, moving it towards a more human-like organizational structure.

While AI agents show potential in scientific ideation, most existing frameworks rely on single-agent refinement, limiting creativity due to bounded knowledge and perspective. Inspired by real-world research dynamics, this paper investigates whether structured multi-agent discussions can surpass solitary ideation. We propose a cooperative multi-agent framework for generating research proposals and systematically compare configurations including group size, leaderled versus leaderless structures, and team compositions varying in interdisciplinarity and seniority. To assess idea quality, we employ a comprehensive protocol with agent-based scoring and human review across dimensions such as novelty, strategic vision, and integration depth. Our results show that multi-agent discussions substantially outperform solitary baselines. A designated leader acts as a catalyst, transforming discussion into more integrated and visionary proposals. Notably, we find that cognitive diversity is a primary driver of quality, yet expertise is a non-negotiable prerequisite, as teams lacking a foundation of senior knowledge fail to surpass even a single competent agent. These findings offer actionable insights for designing collaborative AI ideation systems and shed light on how team structure influences creative outcomes.

Understanding collaboration patterns in introductory programming courses is essential, as teamwork is a critical skill in computer science. In professional environments, software development relies on effective teamwork, navigating diverse perspectives, and contributing to shared goals. This paper offers a comprehensive analysis of the factors influencing team efficiency and project success, providing actionable insights to enhance the effectiveness of collaborative programming education. By analyzing version control data, survey responses, and performance metrics, the study highlights the collaboration trends that emerge as first-semester students develop a 2D game project. Results indicate that students often slightly overestimate their contributions, with more engaged individuals more likely to acknowledge mistakes. Team performance shows no significant variation based on nationality or gender composition, though teams that disbanded frequently consisted of lone wolves, highlighting collaboration challenges and the need for strengthened teamwork skills. Presentations closely reflected individual project contributions, with active students excelling in evaluative questioning and performing better on the final exam. Additionally, the complete absence of plagiarism underscores the effectiveness of proactive academic integrity measures, reinforcing honest collaboration in educational settings.