When coaching is viewed as a rational process it is often assumed that coaches can reflect upon and, where necessary, change their behaviour. In this commentary, it is contended that using a rational argument to change practice is limited if consideration is not given to the way coaches learn how to coach. Knowledgeability is a generative concept for understanding why it is difficult to change time-honoured practices or day-to-day conventions that have often become taken for granted. The aims of this article are to introduce the concept of `knowledgeability` and associated `practical consciousness`, and to highlight the explanatory power of the latter for understanding the change process. Commentary: S. 149-153: Norman, L. (http://doi.org/10.1260/1747-9541.5.2.149) S. 155-160: Owen-Pugh, V. (http://doi.org/10.1260/1747-9541.5.2.155) S. 161-163: Denison, J. (http://doi.org/10.1260/1747-9541.5.2.161) S. 165-167: Reade, I. (http://doi.org/10.1260/1747-9541.5.2.165) S. 169-171: Kamphoff, C. (http://doi.org/10.1260/1747-9541.5.2.169) S. 173-176: Wade, G. (http://doi.org/10.1260/1747-9541.5.2.173) S. 177-180: Rynne, S.; Mallett, C. (http://doi.org/10.1260/1747-9541.5.2.177) S. 181-182: Cushion, C. (http://doi.org/10.1260/1747-9541.5.2.181) S. 183-185: Jones, R. (http://doi.org/10.1260/1747-9541.5.2.183) Response to Commentaries S. 187-191: Cassidy, T. (http://doi.org/10.1260/1747-9541.5.2.187)
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