| Real receiving work | A meaningful capability target needs an actual or defensible prospective use; a job being designed cannot provide settled demand. |
| Person and organization | A useful organizational contribution must be related to the person’s aims and accepted participation, without treating one as proof of the other. |
| Present and future work | Preparation needs time and support while current recipients still depend on delivery. |
| Capability and powers | A competent mentor may lack assignment authority; a manager with authority may lack instructional competence. |
| Learning and personnel decisions | Practice needs useful observation and feedback; those observations support only agreed and justified inferences. |
| Whole burden | Learning can be worthwhile despite adding work; an available competent provider can be enough when the person’s own capability is not the intended result. |