Spitting in the Ocean

February 27, 2015

I laughed out loud when I read recently that the municipal government in Beijing, China was blaming outdoor grilling for the city’s increasingly dense smog and was banning cooking over outdoor fires.

Here is the earth’s most prolific polluter – China, and its state-run, Hell-bent-on-growth economy – telling the nice people of its capital city to stop spitting in the ocean of poison the Chinese government itself has created and still promotes.

The National Football League – whose GDP may be growing as rapidly as China’s – has acted in similar ways. Facing epidemic criticism for its handling of current and former players’ head injuries, the NFL pointed at youth football. Facing criticism for the brutality of its players toward women, the NFL prepared programs for adolescents and teens. It seems the fault is always someplace other than the NFL juggernaut. 

But most times that I laugh at or criticize the blind eyes or bad faith of others, I pause to consider if we might sometimes act in similar ways. Might we be asking others to stop doing harm where we ourselves are doing more harm?

An extreme example could be that we criticize people for losing their minds at events when it is the MHSAA itself that sponsors and conducts the events of highest profile and importance ... although I will always argue that the most important events of educational athletics are the first ones – the first practices and games that introduce 7th, 8th and 9th graders to school-sponsored sports and shape their attitudes for years to come.

In any event, when any of us sees others act in ways we think are ridiculous, it would be good for all of us to then think about the ways we look ridiculous to others. And then consider if there are ways to change those perceptions.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.
As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.
While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.
If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.
Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.
These are large topics, worthy of our time because of the disagreement, not in spite of it.