Interchangeable in Role, Not in History: Replacing Members of Formed LLM Teams

Does multi-agent LLM interaction help or hurt? Some work reports gains from debate (Du et al., 2024), critique loops (Chen et al., 2025), and mixture-of-agents synthesis (Wang et al., 2025), while other work finds that interaction adds cost without improving quality under equal budgets (Tran & Kiela, 2026; Xu et al., 2026; Jarrett et al., 2025), or that independent sampling already captures multi-agent gains (Li et al., 2024). We argue this contradiction partly reflects a missing distinction, because not all multi-agent communication is equal. Different model families find structurally different solutions, but when agents read each other's complete outputs, their proposals converge within one round, erasing the diversity that motivates using multiple models. We call this the interaction tax. We test 11 verifier-scored optimization tasks under matched budgets and find that full-solution interaction is a weak default. Independent proposal generation avoids this collapse. Full-solution interaction mainly makes agents stay close to the first solution they see instead of trying different approaches, and critique helps only if the violated rule is easy for the LLM to find and fix. These results suggest that multi-agent performance depends less on the number of agents than on the information they exchange, and interaction helps only when agents share the right information at the right time.

Personality prompting shapes how large language models communicate, yet whether these behavioral shifts affect objective task outcomes remains under-explored. Prior work shows that agents prompted with low agreeableness produce adversarial language, while those prompted with high agreeableness become cooperative, but the relationship between communication style and task performance has not been systematically examined across multiple domains. In this work, we investigate whether personality composition matters for multi-agent team performance by manipulating personality traits across frontier LLMs on three task domains: structured coding, open-ended research collaboration, and competitive bargaining. We find that personality effects depend critically on task structure. In coding tasks, low agreeableness leads to large communication shifts that have little effect on milestone completion. In open-ended collaboration and bargaining, the same manipulation substantially degrades performance. We discuss implications for multi-agent system design and the limits of personality manipulation.

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.