A suggested next step should explain why it belongs in the work.
An original exercise examines the context behind a suggestion and the decision that should remain with its reader.
Original illustrative material. No assistant capability, launch, customer behavior or productivity finding is claimed.
Show the context that prompted the suggestion
Imagine a fictional project note with an unresolved question. An illustrative assistant suggests preparing a clarification for the next review. A useful suggestion identifies the passage that led to it and explains the connection to the reader’s task. Without that context, the reader has to infer whether the proposed work is relevant or merely plausible.
For the exercise, prepare two synthetic notes with similar wording but different conditions. Ask which condition makes the suggestion relevant. The aim is to connect a proposed next step to a specific source, not to assert that a system can anticipate what a person needs.
Keep a suggestion separate from an instruction
A proposal can help a reader consider an option without deciding for them. State what the suggested step would produce and what it would leave unresolved. In the fictional example, drafting a clarification is different from changing the project note or deciding how its open question should be answered.
Ask a reviewer to identify the choice still available. The reader may accept the suggestion, revise it or decide that no further work is needed. The exercise should keep those possibilities understandable rather than present a proposed action as an inevitable continuation of the conversation.
Recheck relevance when the source changes
A suggestion can become outdated when its supporting condition changes. Replace one synthetic note with a revised version and examine whether the proposal still follows from it. If the original question has been resolved, the next step may no longer be useful. Retain enough source context to explain that change.
End with a short account of the supporting passage, the proposed work and the reader’s unresolved decision. This structure makes the suggestion available for review. It does not report a proactive feature, a launched product or an observed improvement in how people work.