{
  "schema": "vedokrok.public-item.v1",
  "release_id": "MHC-RPUB-20260920-75ad787a",
  "url": "/knowledge/ask-what-makes-the-better-behavior-hard",
  "id": "MHC-D-RESEARCH-0594",
  "version": "0.1.0",
  "title": "Ask what makes the better behavior hard",
  "summary": "A behavior gap may be a skill, tool, priority or system gap.",
  "kind": "question",
  "body": "After agreeing on the target, ask what competes with it: missing skill, ambiguous role, time pressure, poor tooling, conflicting goals, missing authority or a broken handoff. Fix the constraint when the environment makes the requested behavior unusually expensive.",
  "limits": [
    "Do not convert every performance problem into a systems excuse; inspect both behavior and environment."
  ],
  "topics": [
    "union-feedback-to-behavior-change"
  ],
  "intents": [],
  "source_ids": [
    "RS-D4974F543DFE0E3E",
    "RS-634D49CC55BB582E"
  ],
  "evidence": [
    {
      "claim": "CP-FIT synthesizes feedback as a cycle in which feedback must be accepted, translated into intentions and supported into behavior; failure at one stage can stop improvement.",
      "source_id": "RS-D4974F543DFE0E3E",
      "role": "supports",
      "note": "The theory was developed from health-care feedback interventions and transfer to other work is inferential.",
      "locator": "Results and feedback cycle"
    },
    {
      "claim": "Longitudinal organizational research suggests job and personal resources are related to future feedback-seeking behavior, while the direction and performance effects still require more study.",
      "source_id": "RS-634D49CC55BB582E",
      "role": "supports",
      "note": "Associations do not establish that simply asking for more feedback causes better performance.",
      "locator": "Abstract"
    }
  ],
  "use_when": [
    "The desired behavior is clear but repeatedly does not happen."
  ],
  "avoid_when": [
    "Do not convert every performance problem into a systems excuse; inspect both behavior and environment."
  ],
  "example": "Repeated late escalation turns out to come from a rule that engineers may not contact the external owner directly; the workflow changes.",
  "check": "The plan contains either a behavior change or a system change matched to the actual barrier.",
  "question": "Do you know how to do it? · Do you have the information and tools? · Is another goal rewarded more strongly? · Is the role or decision right unclear? · What would make the behavior easier to repeat?",
  "sources": [
    {
      "id": "RS-D4974F543DFE0E3E",
      "title": "Clinical Performance Feedback Intervention Theory",
      "url": "https://pmc.ncbi.nlm.nih.gov/articles/PMC6486695/"
    },
    {
      "id": "RS-634D49CC55BB582E",
      "title": "Feedback-Seeking Behavior in Organizations: A Meta-Analysis and Systematical Review of Longitudinal Studies",
      "url": "https://pubmed.ncbi.nlm.nih.gov/34632970/"
    }
  ],
  "relations": [],
  "collections": [
    {
      "id": "RC-159BAAB9ADC60CB8",
      "title": "Turn feedback into one behavior that can actually change",
      "url": "/collections/turn-feedback-into-one-behavior-that-can-actually-change"
    }
  ]
}