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.
Values Trump Rules
November 19, 2013
The last two postings, which were about rules and rule-making, have quoted from how: Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.
Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.
He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.
This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”
It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”
Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”