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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.

The Importance of Play

September 9, 2016

In the usual post-Olympic sports news coverage there was the predictable commentary about over-commercialization of the Olympic movement and corruption of the Olympic ideal. Is this really what the Greeks intended?

Of course not.

But really, what do we do today that has any resemblance to what we intended a century ago when the “modern” Olympic movement was resurrected, much less to what was intended 27 centuries earlier when the ancient Olympics began?

But at least one thing with ancient Greek roots remains unchanged. It is this.

Plato, student of Socrates, mentor of Aristotle and founder of the “academy” in Athens during the heyday of the ancient OIympics, wrote that more can be learned about a person in an hour of play than a year of conversation.

That has not changed.

And that is one very important of very many reasons why play of a competitive nature – not mere recreation – matters, just as much today as 28 centuries ago. In fact, in this “modern” world of nonstop electronic conversation, the hour of physical engagement between people may be our most revealing communication.