{
  "schema": "vedokrok.public-item.v1",
  "release_id": "MHC-RPUB-20260920-75ad787a",
  "url": "/knowledge/separate-coaching-from-the-formal-judgment",
  "id": "MHC-D-RESEARCH-0597",
  "version": "0.1.0",
  "title": "Separate coaching from the formal judgment",
  "summary": "People seek less useful feedback when every question becomes evidence against them.",
  "kind": "principle",
  "body": "Make the purpose explicit: is this conversation for learning, decision support, formal evaluation, or documentation? Where possible, create coaching spaces in which asking for correction is not itself treated as failure. Keep evaluation criteria and consequences transparent.",
  "limits": [
    "Some organizations cannot fully separate coaching from evaluation; do not promise confidentiality or consequence-free discussion you cannot provide."
  ],
  "topics": [
    "union-feedback-to-behavior-change"
  ],
  "intents": [],
  "source_ids": [
    "RS-634D49CC55BB582E",
    "RS-D4974F543DFE0E3E"
  ],
  "evidence": [
    {
      "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"
    },
    {
      "claim": "Feedback evidence suggests credible sources, facilitated interpretation and follow-up actions can influence whether multisource feedback is accepted and used.",
      "source_id": "RS-D4974F543DFE0E3E",
      "role": "supports",
      "note": "These factors come largely from health-care and multisource-feedback research and need contextual adaptation.",
      "locator": "Mechanisms and context discussion"
    }
  ],
  "use_when": [
    "Every request for help feels like it could lower a performance rating."
  ],
  "avoid_when": [
    "Some organizations cannot fully separate coaching from evaluation; do not promise confidentiality or consequence-free discussion you cannot provide."
  ],
  "example": "A consultant asks a peer to review a draft before client delivery without that rehearsal being confused with the formal assessment result.",
  "check": "Participants know whether the conversation is developmental or evaluative.",
  "sources": [
    {
      "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/"
    },
    {
      "id": "RS-D4974F543DFE0E3E",
      "title": "Clinical Performance Feedback Intervention Theory",
      "url": "https://pmc.ncbi.nlm.nih.gov/articles/PMC6486695/"
    }
  ],
  "relations": [
    {
      "from": "MHC-D-RESEARCH-0597",
      "to": "MHC-D-RESEARCH-0599",
      "type": "useful_with",
      "url": "/knowledge/turn-feedback-into-a-rehearsal-before-the-real-repeat"
    }
  ],
  "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"
    }
  ]
}