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Another Way to Learn

October 30, 2012

In 2000, I had the pleasure of listening to a speech by Ken Dryden, who had been goalkeeper for Cornell University when it was the NCAA Ice Hockey Champion in the 1960s.  Ken Dryden then was a goalkeeper in the National Hockey League for eight years.  Then president of the Toronto Maple Leafs, and he’s a lawyer.

Ken Dryden said that the greatest lesson of sport is that most things go wrong; in fact, that they almost always go wrong.  He said he’s seen dozens of coaches on hundreds of occasions diagram plays in the locker room where every defender is blocked just so and every pattern is executed perfectly.

But what you learn in competition, said Dryden, is that the plans almost always go awry, that the patterns almost always break down.  What you learn in competition is to not get upset, but to improvise and find another way to get the puck in the goal or the ball in the net.

What happens to the high school student, asked Dryden, who doesn’t play sports in high school and who gets all A’s, a 4.3 grade point average on a 4 point scale, 100 percent on test scores all the time, who never has anything go wrong?  What happens to that student in college when he or she gets 90 percent, or 80 percent, or worse.  What happens to that student when something goes wrong in life?

Dryden concluded that sport is not frivolous, it’s another way to learn. 

Continuous Work

July 6, 2015

Since we posted the blog below on May 16, 2014, we have observed that major portions of the NCAA’s sanctions of Penn State have been overturned for being beyond the authority that member institutions have given the NCAA. This reminds us of the need to have our own organization continuously working on rules and penalties, and the authority to make and enforce such rules and penalties, that may become necessary in the future for the ever-growing range of issues we confront in school sport.

We take no comfort when leaders of sports on other levels get embroiled in controversy; but we do try to learn from those situations.

For example, we watched very closely in 2012 how the National Collegiate Athletic Association responded fast and with force to the horrific sex abuse scandal at Penn State. The NCAA may have ignored its prescribed due process and exceeded its penalty authority, winning mostly praise from the public; but now the NCAA is mired in litigation over the legality of its swift and severe actions.

We are currently observing what could be a similar scenario for the National Basketball Association. Its commissioner moved quickly to impose a lifetime ban and other sanctions after racist public statements by an NBA team owner. While most people have praised the speed and severity of the commissioner’s actions, some people note that the recent racist remarks were not something new for this owner and the unprecedented penalties may be the subject of a lifetime of litigation.

The lesson of these situations for leaders in other places and on other levels is to be especially cautious about using power in popular ways. No matter how horrible the transgression, no matter how angry it makes you personally, follow the established rules of procedure and keep within the limits of your explicit authority.

I confess that this can be frustrating and that I have sometimes felt paralysis more than power when performing the role as MHSAA investigator and penalizer. But some of that frustration may be my own fault. If such frustrations are too common, we should be reworking the organization’s Constitution and rules, with the members’ agreement, to streamline process and strengthen penalties.

Significant steps in this direction have been occurring. For example, in May of 2013, the Representative Council adopted the athletic-related transfer rule; and on May 4, 2014, the Council increased the maximum penalty for undue influence from one year to four years for both students and adults.