Coach’s Corner: The Other Ninety Percent — Introduction and the Process of Change
Posted at 6:00am — 6/2/2008
Coach’s Corner: The Other Ninety Percent — Introduction and the Process of Change
When any individual or collective group wishes to take up a mantra sure to secure thought and attention, the construct of change as a process heads the list of presentable themes. Look at the current world, politics equal the mantra of change (always has), education equals the mantra of change, as does any noteworthy human venture. It takes little thought or ability to discuss or propose change; it takes vision, knowledge, planning, and cooperation to pull off change. Michigan football is undergoing rapid and obvious change, hence this article.
Not so long ago, at a Big Ten institution I am embarrassed to mention, my department chair called me in and asked if I wanted some summer money. I asked what the gig would be. The gig was a complete and scholarly study of the process of change. At first, I thought this venture would provide only money. The assumption was incorrect: there is indeed great benefit from studying the process of change.
It soon became clear that perhaps the most prominent writer on the subject of change was a scholar named Fullan. This remains so today. So the following precepts are partly based on Fullan’s considerable contribution to the knowledge base.
Are coaches masters at understanding the process of change? Probably not, but it must be stated that the historical coaches of legendary status all were hailed as great teachers, great communicators, master psychologists, and leaders in achieving success. Most likely none of the coaching legends had the knowledge base of teaching, learning, and psychology attributed to experts. But by similar inherent, seemingly inborn, traits and an unbending willingness to succeed, coaches have achieved more success for themselves and their apprentices, than other entities who come into contact with student athletes.
Before a discussion of Coach Rodriguez and the recent events of change, the process of change will be delineated. Remember, first of all, that change is rarely a singular event, involving one person, linked to a singular goal. The nature of change is clear: change involves a precise process; change has unintended consequences and is risky, and change causes commitment more than commitment causes change.
Have you the readers seen big business bring forth ads that center emphasis on innovation, collaboration, and change lately? This is not by accident, big business has thrown its entire belief system behind thinking outside the box, collaboration, and innovation through the process of change. Models of change are being produced by the dozens; some possess lengthy flowcharts with sophisticated task analysis sheets. One model that is not sophisticated, but highly effective and quick, is the ideal state model. In this model, what a group agrees upon as the ideal state (the coaching staff) is compared to the evaluated actual state. The differences are then noted and individual strategies are prepared to get the actual state moving to the ideal state. I would bet a dime to a dollar that Coach Rodriquez uses such a model without even knowing its theoretical background. Most successful people just intuitively think and act this way.
What faulty assumption kills the process of change the most? Clearly it is a failure to understand that change, even under circumstances of superior procedure and resources almost always takes longer than anticipated. The process of change for any large human endeavor (including sports programs) is measured in years, not months or days. Under the best of circumstances, change takes two years; under normal circumstances change takes three to five years. And if the change is not brought about in five years, the venture is termed unsuccessful. Ironic how the theory world mirrors the actual world, since coaching contracts in big ventures are typically four or five years.
What circumstances help move along the process of change toward success? Change must be active and obvious. A support system must be quickly established in which players are invited to be the first to accept change and declare support, or else be pressured by others (taking into account normal variance of opinion) to get on board. Failure results in a declaration of nonsupport and usually to self-inflicted isolation or elimination. A change in “me” will result in a change in “we.” As participants in the process of change, players must expect obstacles to occur and become skilled in overcoming adversity of any type. Perhaps most importantly per-established norms must be quickly stricken and replaced with strategies shown to be successful and inductive to change. Does any of this sound now eerily familiar?
And now the grand caveat of the article, what is the assessment of Coach Rodriguez and the process of change? Many observations are evident and lack mystique. Coach Rodriguez, as stated in his interviews, has undergone change in previous programs. It does not bother him, nor could he care less what others think of this wheel of change. Some view this as selfish and egotistical, but highly successful people have conducted themselves in such a manner for centuries, frequently, but not always, leaving scorched earth as a residue.
One of Coach’s first proclamations was that change will occur and it is likely to be over a two or three year period. Coach Rodriguez appears to now be at the stage of inviting others into the circle that supports change through the choice of commitment. Some will remain stubborn, but this is a given in human behavior. By osmosis, any successful coach seeks and gives loyalty and commitment to players and associates. But Coach is making them earn this badge by actions in the future, not the words of today.
Coach Rodriguez, by accident or design, has taken the most recognized step in the process of change. That step is overhauling, almost completely, the previous culture. But that strategy brings about another certainty of the process of change, namely conflict is an almost guaranteed side effect. And this is not all bad, because faster players should still wear the winged helmet. And different style players should still be outstanding citizens and receive a high quality education. And most importantly the associated goal of good citizenry can uphold the reputation of the university in the future.
Regarding football:
Take two aspirins and figure out a way to get better tomorrow.
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Written by GBMWolverine Staff — Doc4Blu
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