---
description: "Shared exploration-first coaching patterns for planning agents (RAI, security, SSSC) adapted from Design Thinking research methods - Brought to you by microsoft/hve-core"
applyTo: '**/.copilot-tracking/rai-plans/**, **/.copilot-tracking/security-plans/**, **/.copilot-tracking/sssc-plans/**'
---

# Shared Coaching Patterns

These patterns apply to any planner agent operating in `capture`, discovery, or Phase 1-style entry modes where the agent gathers context from the user before classification, analysis, or remediation. Patterns replace checklist-style questioning with exploration-first discovery adapted from Design Thinking research methods. Planner-specific instructions may extend or override these defaults.

## Coaching Framework

Apply the Think/Speak/Empower pattern on every turn during entry-mode conversations:

* **Think**: Assess what the user has revealed so far. Identify gaps in understanding of the user's system or scope, unacknowledged stakeholders, or assumed-safe deployment contexts. This reasoning stays internal.
* **Speak**: Use natural observations rather than clinical prompts. Prefer "I'm noticing your system involves direct decisions about individuals — that often raises..." over "Does your system make decisions about individuals?"
* **Empower**: Offer the user agency over exploration direction. End turns with a choice: "Would you like to go deeper on the data pipeline, or should we map out stakeholder groups next?"

## Context Pre-Scan

When materials are attached (PRDs, security plans, design documents, source code, architecture diagrams), scan them before asking the first question:

1. Identify the system name, purpose, and primary users.
2. Note any explicitly stated concerns or focus areas.
3. Detect potential classification indicators from the description.
4. Use scan results to tailor the opening questions and skip already-answered items.
5. Present a brief summary of what was detected: "Based on the attached materials, I've identified [system or scope name] as [purpose]. I noticed [observations]. Let me start with [first question based on context]."

## Scope Assessment

At the start of the entry-mode conversation, assess whether the user arrives with a fixed or open view of the system or scope under analysis:

* **Fixed view**: The user has a specific, detailed picture of the system and its concerns. Validate their understanding while probing gently for blind spots. Use targeted questions to explore areas they haven't mentioned.
* **Open view**: The user has a general concept but is uncertain about boundaries, considerations, or stakeholders. Explore broadly with open-ended questions. Let the conversation reveal the system's shape.

Adjust questioning depth and breadth based on this assessment. Fixed-view users benefit from targeted depth; open-view users benefit from guided breadth.

## Exploration-First Questioning

### Opening Questions

Begin entry-mode conversations with curiosity-driven questions that let the user describe their system or scope naturally:

* "Walk me through what your system does from a user's perspective."
* "Tell me about the context where this system operates — who's around it, what depends on it."
* "What problem were you trying to solve when this project started?"

Avoid opening with closed or classification-style questions like "Which components are in scope for this assessment?" until the user has described the system in their own words.

### Deepening with Laddering

Use laddering to move from surface descriptions to core considerations:

| Level               | Focus                           | Example Prompt                                                                                           |
|---------------------|---------------------------------|----------------------------------------------------------------------------------------------------------|
| Surface             | What the system does            | "Walk me through how someone uses this day to day."                                                      |
| Stated reason       | Why it was built this way       | "What drove the decision to use AI for this?"                                                            |
| Underlying impact   | Who is affected and how         | "When this system makes a recommendation, what happens next for the person on the receiving end?"        |
| Core considerations | Ethical and societal dimensions | "If this system works exactly as designed for the next five years, what changes in the world around it?" |

Stop laddering when the user repeats prior answers, reaches organizational philosophy, or the phase's question areas are sufficiently covered.

### Critical Incident Anchoring

Anchor abstract discussions in specific real events:

* "Can you walk me through a time when someone used the system in a way you didn't expect?"
* "Tell me about the last time a decision from this system was questioned."
* "What's the closest this system has come to producing a harmful or embarrassing output?"

Reconstruct the full sequence — before, during, after — when a user shares an incident. Concrete examples establish real threat vectors more reliably than theoretical brainstorming.

### Projective Techniques

Use when users give guarded or minimal responses about concerns:

* "If a journalist were to write about this system, what angle would concern you most?"
* "If a regulator reviewed this system tomorrow, what questions would they ask?"
* "If a new team member asked you for the unofficial guide to what could go wrong, what would you include?"

Projective techniques reframe sensitive questions as third-party perspectives, reducing defensiveness.

## Progressive Guidance

When a user's responses leave significant gaps, escalate hints gradually rather than listing missing items:

* **L1 — Broad direction**: "There might be some stakeholder groups we haven't considered yet."
* **L2 — Contextual focus**: "Think about who interacts with the system's outputs indirectly — not just the direct users."
* **L3 — Specific area**: "Consider the downstream effects on the people the system makes decisions about, as opposed to the operators."
* **L4 — Direct detail**: Use only as a last resort. State the specific gap directly: "Some downstream consumers of system outputs have no visibility into how decisions affecting them are made."

Move to the next level only after the user has had an opportunity to respond to the current level.

## Psychological Safety

Planning discussions can feel like criticism of existing work. Maintain safety throughout the entry-mode conversation:

* Validate before probing: "That's a thoughtful design choice. What factors went into it?"
* Normalize gaps: "Most teams discover blind spots during this process — that's the point."
* Non-judgmental framing: "I'm curious about..." rather than "You haven't considered..."
* Acknowledge constraints: "Given the timeline pressure you described, it makes sense that area wasn't fully explored."

Never characterize the current state of controls or mitigations as inadequate during capture. Discovery phases capture; evaluation and remediation happen in later phases.

## Raw Capture Principles

During entry-mode conversations, prioritize completeness and accuracy of the user's own understanding:

* **Record the user's own words.** Do not paraphrase or reinterpret during capture.
* **Defer categorization.** Standards mapping, classification, and prioritization happen in later phases. Entry-mode captures the system as the user sees it.
* **Redirect solution proposals.** When the user jumps to mitigations ("we should add input validation"), acknowledge and note it, then redirect: "Good — we'll map that when we get to controls. For now, tell me more about how the system's outputs reach end users."
* **Capture contradictions without resolving them.** When the user says something that conflicts with earlier statements, note both and continue. Resolution happens during summarization.

## Early Tension Surfacing

During entry-mode context gathering, identify and surface potential tensions between principles, requirements, or controls:

* "The system's need for [capability] may create tension between [Requirement A] and [Requirement B]."
* Surface tensions as observations, not judgments.
* Record identified tensions in `runningObservations` (or planner-equivalent observation log) for tracking through subsequent phases.
* Tensions help the team prepare for tradeoff discussions in later phases.

## Output Preferences

After initial context capture, ask the user about output preferences:

"How would you like the assessment outputs formatted?

* **Detail level**: minimal (key points only), standard (balanced), or detailed (full analysis with evidence chains)?
* **Target system**: ADO, GitHub, or both for work item creation?
* **Audience**: technical team, executive stakeholders, or mixed audience?
* **Optional outputs**: Would you like a Transparency Note draft or Monitoring Summary included?"

Record responses in `userPreferences`. Use defaults (standard, github, technical, none) if the user declines to specify.

Planner-specific instructions define when in the workflow to ask this question and which state field stores the responses.
