Bundle

When two pieces of work depend on the same context or judgment, keep them with one person instead of splitting them up.

Your dad comes home from the hospital with 11 prescriptions and a discharge sheet nobody explains. You divide it up with your sister: she calls the pharmacy and gets everything filled, you take the follow-up call with the cardiologist. It seems clean. Then she calls you Tuesday because two of the pills look like the same drug under different names. Then again Wednesday because the pharmacy says one was discontinued during the stay. Then again Thursday.

Bundle is the move of keeping tightly coupled work in one place when splitting it would destroy context or cost more in handoffs than it saves. The cue is that ping-pong: the second job keeps stalling on knowledge that exists only inside the first. Test it directly by asking whether the second piece can be finished without judgments made during the first. If the answer is no, give both to one person, hand them the discharge sheet and the standing to ask the cardiologist directly, and drop the split. What changes is visible within a day: the questions stop routing through you, and the person doing the work stops waiting on you. Do not bundle when the two pieces need different permissions, carry very different stakes, or when one of them is how someone is meant to build a skill. Those are reasons to split even at a cost.