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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.

Improving Concussion Data

August 18, 2017

The Michigan High School Athletic Association’s 750 member high schools reported nearly 500 fewer concussions for the 2016-17 school year than the year before – 11 percent fewer.

That’s good news, but it’s not a trend we can bank on. It’s too soon to do that. There are too many variables that might explain or contribute to the decline from 4,452 to 3,958 concussions.

Related Story | 2016-17 Summary Report

But of this we are certain: Schools are taking head injuries seriously. It is not a lack of concern or a lack of care in reporting that has led to the 11 percent decline.

It’s more likely the second year’s data is just better than the first year. The process was better understood. The numbers are more accurate.

Our data will become most reliable and useful when we have several years to compare and analyze. Only then will we really know where the trouble spots remain; and only then can those areas be most effectively addressed.