{"closest_prior_art":[{"name":"UKSCA planning process for an effective strength-and-conditioning programme","overlap":"Uses needs analysis, explicit goals, allocation of weekly training units, representative-week planning, equipment and group-size constraints, prioritization under limited contact time, risk screening, and plan-do-review. It also warns that excessive variation can undermine a consistent training dose.","remaining_difference":"It does not specifically govern a transition from a successful constrained predecessor whose deferred ambitions flood a successor. It lacks a predecessor-function inventory, work-class firewall, aggregate module-admission budget, staged release ladder, and explicit predecessor rollback path.","source_ids":["SRC4"]},{"name":"Carnegie Strength and Conditioning Academy spiral curriculum","overlap":"Provides a foundational youth academy curriculum, repeatedly revisits core motor competencies, increases exercise complexity by levels, and integrates strength, speed, agility, plyometrics, and conditioning within a developmental pathway.","remaining_difference":"It is a curriculum and progression model, not a mechanism for preserving predecessor constraints while triaging a backlog of requested successor modules against cumulative instructional and operational capacity.","source_ids":["SRC3"]},{"name":"NSCA long-term athletic-development position statement","overlap":"Calls for structured, logical, evidence-based, individualized, holistic, child-centered youth programming intended to support performance, well-being, and injury-risk reduction.","remaining_difference":"Its high-level pillars do not provide the proposal's successor-specific scope classifications, cumulative complexity ledger, admission triggers, complete-week launch gate, or reversible continuity contract.","source_ids":["SRC1"]}],"contrastive_claim_falsifier":"The contrast is falsified if ordinary UKSCA-style needs analysis, weekly allocation, constraint-aware planning, and plan-do-review produce the same stable launch scope and continuity protections as the proposed predecessor inventory, firewall, complexity budget, and staged gates—or if records show no functioning constrained predecessor and no predecessor-generated backlog entering the successor.","contrastive_claim_remaining":"A testable distinction remains: when authorization of a successor releases ambitions accumulated under a functioning constrained predecessor, explicitly preserving the predecessor's focusing functions and separately gating deferred modules will change launch-tier selection and reveal cumulative conflicts that ordinary session planning or periodization misses.","experiment_id":"eoa_inverse_innovation_exp13_second_slot_policy60_20260806","gates":{"adequate_source_search":{"rationale":"Four lanes covered direct terms, LTAD/YPD terminology, professional programmes and guidance, and combinations of time, variation, progression, group size, equipment, and supervision. All four retained sources were opened; they span NSCA, PLOS, and UKSCA and include official guidance and primary research.","source_ids":["SRC1","SRC2","SRC3","SRC4"],"status":"PASS"},"bounded_next_test":{"rationale":"The proposed two-hour document-only tabletop is bounded, reversible, and directly compares representative weeks against constraints already recognized in professional planning guidance and empirical implementation research. Its outputs can show whether the added governance mechanisms alter module admission without changing participant training.","source_ids":["SRC2","SRC4"],"status":"PASS"},"distinct_testable_claim":{"rationale":"Existing work covers structured progression, needs analysis, representative-week planning, and limited-resource delivery, but the searched sources do not combine these with the claimed temporal condition: a successful constrained predecessor generating deferred ambitions that enter an authorized successor. Module decisions and missed conflicts are observable comparison outcomes.","source_ids":["SRC1","SRC2","SRC3","SRC4"],"status":"PASS"},"no_obvious_safety_or_authority_stop":{"rationale":"The first test reviews existing records and draft plans only; it does not alter eligibility, exercises, loads, schedules, medical decisions, or safeguarding provisions. Qualified supervision, risk screening, informed consent, and age-appropriate progression remain protected requirements.","source_ids":["SRC1","SRC4"],"status":"PASS"},"supported_problem":{"rationale":"Primary research reports lower adherence in systematic progression and individualization plus practical challenges involving time, athlete numbers, attendance, high training volumes, staff communication, and priorities. UKSCA guidance independently states that planning becomes complex, excessive variation can be counterproductive, time limits require prioritization, and large groups dilute individual coaching. This supports the capacity-conflict mechanism, though not the exact predecessor-to-successor history.","source_ids":["SRC2","SRC4"],"status":"PASS"}},"prior_art_disposition":"ADJACENT_PRIOR_ART","problem_evidence":{"finding":"The general delivery problem is visible: youth-development practitioners face limited time, large groups, inconsistent attendance, communication difficulties, and competing priorities, while professional guidance warns that interdependent training factors create planning complexity and that too much variation can defeat a consistent training dose. No retained source directly documents the proposal's specific successor-academy module-flooding sequence.","source_ids":["SRC2","SRC4"],"status":"PARTLY_SUPPORTED"},"research_id":"eoa_inverse_innovation_exp13_light_screen_20260806","schema_version":1,"screen_id":"E13P096","screen_survival":true,"search_lanes":{"component_combination":{"no_result_note":null,"queries":["youth strength conditioning program curriculum too many exercises session time coaching supervision complexity","youth strength conditioning coach barriers time equipment supervision program design study","long-term athletic development implementation barriers coaches time resources"],"source_ids":["SRC2","SRC4"]},"direct_problem_and_intervention":{"no_result_note":"No direct match was found for a youth strength successor using a predecessor-constraint inventory, module-scope firewall, aggregate complexity budget, staged admission ladder, and rollback template as one system.","queries":["youth strength minimum viable curriculum","youth strength and conditioning session plan progression framework","academy strength conditioning curriculum framework youth progression"],"source_ids":["SRC3","SRC4"]},"products_practices_and_standards":{"no_result_note":null,"queries":["youth resistance training position statement qualified supervision progression technical competency","site:nsca.com long-term athletic development position statement PDF","site:uksca.org.uk Carnegie Strength Conditioning Academy curriculum progression framework"],"source_ids":["SRC1","SRC3","SRC4"]},"synonyms_and_historical_terms":{"no_result_note":null,"queries":["youth physical development model staged training modules long term athlete development strength conditioning","long-term athletic development implementation barriers coaches time resources","youth athlete development progression periodization physical literacy"],"source_ids":["SRC1","SRC2","SRC3"]}},"sources":[{"claims_supported":["Youth athletic development should use a structured, logical, evidence-based, individualized, holistic, and child-centered approach.","The NSCA's ten pillars are formally ratified guidance directed at performance, well-being, and injury-risk reduction."],"publisher":"National Strength and Conditioning Association","source_id":"SRC1","source_type":"OFFICIAL_GUIDANCE","title":"Long-Term Athletic Development Position Statement","url":"https://www.nsca.com/about-us/position-statements/youth-training-and-long-term-athletic-development/long-term-athletic-development-position-statement/"},{"claims_supported":["A mixed-method survey of 236 practitioners found lower adherence for systematic progression and individualization.","Reported implementation challenges included governance, resources, time, athlete numbers, inconsistent attendance, high training volumes, staff communication, and competing priorities."],"publisher":"PLOS","source_id":"SRC2","source_type":"PRIMARY_RESEARCH","title":"Optimising long-term athletic development: An investigation of practitioners' knowledge, adherence, practices and challenges","url":"https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0262995"},{"claims_supported":["A real youth strength-and-conditioning academy uses a foundational entry stage and spiral curriculum that revisits competencies with increasing complexity.","Strength, speed, agility, plyometrics, and conditioning can be integrated within developmental pathways while prioritizing motor competence over early sport-specific performance."],"publisher":"United Kingdom Strength and Conditioning Association","source_id":"SRC3","source_type":"TRADE_PROFESSIONAL","title":"Developing Youth Motor Competence using a Physical Literacy Lens: The Carnegie Strength and Conditioning Academy Programme","url":"https://www.uksca.org.uk/blog/73/developing-youth-motor-competence-using-a-physical-literacy-lens-the-carnegie-strength-and-conditioning-academy-programme"},{"claims_supported":["Professional programme planning includes screening, needs analysis, goals, weekly-unit allocation, typical-week construction, equipment, location, group size, programme design, and review.","Time constraints require prioritization; excessive variation can be counterproductive; large groups can dilute coaching impact; and youth complexity should increase gradually."],"publisher":"United Kingdom Strength and Conditioning Association","source_id":"SRC4","source_type":"OFFICIAL_GUIDANCE","title":"Section 4: Planning an Effective Strength and Conditioning Programme","url":"https://cdn.uksca.org.uk/assets/pdfs/UkscaIqPdfs/section-4-planning-an-effective-strength-and-conditioning-programme-637952036673729196.pdf"}],"world_novelty_boundary":"This bounded public-web screen found adjacent planning, progression, and youth-development practices but no exact retained match for the full successor-specific governance bundle. That absence cannot establish world novelty, patentability, market size, expert acceptance, or realized value; unindexed, proprietary, non-English, historical, and patent sources may contain closer art."}