Classification Caution

January 25, 2012

The classification of schools on the basis of enrollment for statewide high school athletic tournaments appears to have been born in Michigan in the early 1900s.  Since then, there have been two irrepressible trends.

First, tournaments with multiple classifications have spread to every state.  And second, the number of classifications expanded in each sport.  In other words, once classification begins, requests for more classes or divisions never end.

One can speculate as to the reasons why people request more classes or divisions, but some results of expanding classification do not require any guesswork.  For example:

  • If the MHSAA Basketball or Volleyball Tournaments were expanded from four to six classifications or divisions, as some people suggest, it would require another day or separate venues for Semifinals, and the Finals would have to begin at 8 a.m. and would end near midnight.
  • If the MHSAA Football Playoffs were expanded from eight to ten divisions, as some people suggest, it would require scheduling the first Final game at 8 a.m. each day, and we would anticipate ending after midnight both days.


More divisions means longer travel and later weeknights for teams and their spectators at Districts and Regionals, and longer days with absurdly early starts and late finishes at the Finals.

Classifying tournaments on the basis of enrollment is a good thing.  But like many other good things, it is possible to get too much of it.

Holding Back

February 24, 2015

I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.

Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.

In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”

Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:

  1. “Create a holding environment” – a safe place to interact.
  2. “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
  3. “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
  4. “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.