Acting on an Item What opening a row gives you, the verbs it offers, and what happens when an item becomes something else.

Clicking a row opens a drawer on the right. The row tells you something needs you; the drawer gives you enough to decide without going anywhere else.

What the drawer shows

The contents depend on what the item is, because a meeting summary and an expense approval need entirely different things in front of you.

A huddle or a meeting shows the summary, the key decisions the analysis pulled out, the action items it extracted, and any tasks already created from them. Where a company or a booking is linked, those appear too, so you can see who the meeting was with before deciding whether the write-up deserves five minutes.

An approval shows what is being approved, by whom, for how much, and against what. Enough to approve or reject without opening Finance HQ, which is the whole point.

A mention shows the message with its surrounding context rather than in isolation. Mentioned people render as chips instead of raw text, so you can see who else was named without opening the room and losing your place in the list.

An action item shows what was said, in which meeting, and whether it has become a task yet.

In every case there is a link through to the record in its own HQ, for the times the drawer is not enough.

The verbs

Which buttons appear depends on the item and on what you are allowed to do with it. These are the ones you will see most.

Verb	Effect
Done	Closes it. The thing happened.
Dismiss	Closes it. It did not need you.
Snooze	Hides it until later, then returns it.
Bookmark	Keeps a reference after it closes.
Archive	Files it away without claiming done or dismissed.
Priority	Overrides how it is ranked, for you.
Join	Opens the meeting. Live items only.
View summary	Jumps to the full write-up.

Snooze, precisely

The button on the row snoozes for one hour. The menu inside the drawer offers tomorrow and next week as well.

An hour is the default because the common case is "not while I am in the middle of something else". Tomorrow and next week sit behind an extra click deliberately, because they are decisions rather than reflexes and should cost slightly more.

A snoozed item returns to the band it left. Nothing de-escalates by being deferred, which is the behaviour you want and occasionally not the one you were hoping for.

Archive versus dismiss

These look similar and are not.

Dismiss is a judgement: this did not need me. Archive is filing: I am done looking at this and I am not making a claim about it.

Most of the time dismiss is the honest one. Archive earns its place for the informational pile, where "it did not need me" is technically true of everything and says nothing.

Priority is yours alone

Setting a priority overrides whatever the source assigned. That override is personal: it changes your ranking, not anybody else's, and the person who raised the item never sees it.

Worth using when a system consistently over-rates or under-rates a category. Not worth using item by item, which is just sorting the list by hand every morning.

Turning an item into something else

The three transforms are the most valuable thing in the drawer, because they are the honest answer to "this needs more than a click".

Promote to task

Creates a real task with a title, description, due date, priority and assignee. The title and description come pre-filled from the item, so most of the time it is a due date and a confirmation.

Use it whenever something in Needs you represents actual work. The item leaves your Cockpit, a task appears in your Plan, and the two stay linked, so months later you can see that the task came from a specific meeting on a specific day.

Schedule a meeting

Creates a calendar event with a date, time, notes and optionally a meeting link.

Use it when the honest answer is "this needs a conversation". It is considerably better than replying with a message that starts a second thread about when to talk, which is the usual failure mode.

Discuss in chat

Posts the item into a chat room with whatever framing you add.

Use it when the answer is "somebody else knows". The room gets the actual context rather than your summary of the context, and the person who can answer does not have to ask you three questions first.

What happens underneath

All three do the same thing structurally, in a single step: the new record is created, the link between the two is written, and the original item is marked superseded.

That matters in two ways worth knowing.

It cannot half-fail. You will never end up with a task created and an item still sitting live, or an item closed and no task to show for it.

The trail is permanent. Every task, meeting or thread created this way remembers what it came from, which is the difference between a task list and an audit trail.

Where bookmarks go

Bookmarking keeps a reference to an item after it closes.

Bookmarks and Pins are related and not the same. A bookmark is a Cockpit item you kept. A pin is anything at all you kept, including live records, external links and your own notes.

If you notice yourself bookmarking several items about one subject, that is usually the signal that you want a Pins collection instead, and moving is a couple of minutes well spent.

The assessment, and why it does not press buttons

Some items carry an assessment: a severity, a suggested next action, a suggested due date, and the reasoning behind all three.

It appears in the drawer beside the buttons. It never presses one.

That is a deliberate design decision rather than a limitation. A queue that clears itself is a queue you stop reading, and a queue you stop reading is worse than no queue at all, because you believe it is being handled. The assessment exists to make your decision faster, with its basis shown so you can disagree with it.

Where you consistently disagree with it, that is worth saying to whoever configures the platform. The ranking is adjustable; your judgement about your own work is the input.

Two things people get wrong

Opening everything. The drawer is for items where the row is not enough. Most reactions, most digests and most summaries of meetings you attended can be closed from the row.

Promoting every action item. A meeting produces a dozen extracted commitments and perhaps four of them are real work. Promoting all twelve fills your Plan with things nobody intended, and the noise costs more than the two you would otherwise have forgotten.