Group-think

Crimes Against Critical Thinking in the Face of a Good Story

Crimes Against Critical Thinking in the Face of a Good Story

As the saying goes ‘never let the truth get in the way of a good story’. But it truly is quite remarkable how readily we will override our capacity for critical thinking in the face of a story we want to hear. As we will see, if the message on offer appeals enough to a particular desire or bias, it appears we will happily overlook whatever shortcomings in methodology and inconvenient flaws in logic are apparent. In this way, we can be active participants in ‘group think’.

We might then question our roles in upholding the conventions that abound in performance sport. Upon closer inspection, there is rarely logic in convention. It is beguilingly easy to fall prey to participating in such group delusion. On some level, we could argue that we willingly enter into this to prop up a particular tenet of our belief system in relation to theory and practice.

Cool Stories and Zombie Ideas

Cool Stories and Zombie Ideas

Every now and then a new concept spreads like wildfire and is soon adopted at scale by organisations and professionals within a given domain. This is a scenario that seems to be especially prevalent within professional sport and the performance sciences in general. Initially early adopters are drawn in by an appealing message and a story that they find compelling. As the idea gathers steam, the growing uptake seems as much motivated by anxiety and the sense that ‘everybody else seems to be into this, so perhaps I should be too’. In due course the concept becomes firmly established and its legitimacy is widely accepted. For those caught up by this wave (or mown down by it) this all seems to occur with dizzying speed. All of this speaks to the captivating effects of ideas and the power of narratives. It also begs the question how might we avoid being taken captive and resist being swept up by the tide. Even once the wave has subsided, these events leave in their wake a detritus of zombie ideas that we as leaders, coaches and practitioners must navigate thereafter.

Tackling Innovation in Elite Sport

Tackling Innovation in Elite Sport

An outsider’s view of elite and professional sport tends to assume that these environment are constantly engaged in ‘pushing the envelope’ in the relentless pursuit of better. The situation in reality tends to be quite different. Conventions and the pressure to conform to what others are doing have a powerful pull. Paradoxically the resistance to exploration and barriers to innovation are often more pronounced the highest level. Especially within professional sport those involved are acutely aware that their position is highly prized and job security at a premium. These conditions are naturally not conducive to taking risks or moving beyond the tried and tested. All of this helps to explain the abundant examples demonstrating that opportunities remain to gain significant competitive advantages and even some easy wins

Diversity and Inclusion in Elite Sport

Diversity and Inclusion in Elite Sport

Elite sport is not immune to shifts in cultural norms and conventions in wider society. The number of diversity and inclusion roles have increased 60% in the UK over the past five years, and this has started to be mirrored in sporting organisations. The governance and national sport systems for Olympic sports are government funded, so it perhaps unsurprising that these organisations might be prompted to adopt policy that is becoming the norm in other sectors. That said, professional sports have also begun to follow this trend, notably in the US. In this post we consider what diversity and inclusion means in the context of sport at elite level.

Continuing Our Education

Continuing Our Education

As many practitioners will testify, it is after we have completed our formal education, professional training and certification that the real learning begins. The day to day experience of solving problems with live humans is when we discover the limits of our knowledge. It is also here that we find out that the reality is quite different to what is taught in class and the version that appears in (most) textbooks. Individuals, organisations and certifying bodies alike recognise this need to continue our learning once we are working in our respective field. The terms continuing education, continuing professional development and variations thereof will be familiar to most practitioners across disciplines (sadly it is not so well established in the coaching profession). What is less clear is how we might best tackle this ongoing quest and make good choices from the growing array of options with regards to content and the modes of delivery that are available to us.

Achieving an ‘Integrated Support Team’

Achieving an ‘Integrated Support Team’

Multi-disciplinary support teams have become ubiquitous in Olympic sports and institutes of sport, and professional sports teams in Europe and elsewhere have since used their impressive budgets to assemble ever-growing support casts who increasingly outnumber the performers on the field. More recently the major professional sports in North America have followed this trend, with more and more teams in the league transitioning to a high performance model for their staffing and provision of athlete support. Whilst it is relatively straightforward to replicate an organisational structure, the central challenge that everybody continues to grapple with is how to make this work in practice. Coordinating a disparate group of individuals to provide seamless support to performers is no small task. Integration is what everybody still seems to be searching for; true collaboration is the holy grail that we all aspire to, but that is several steps further down the path. With this latest offering we explore these questions and consider lessons from other realms such as the special operations forces that might help us to achieve these elusive outcomes.