Data is Due
December 4, 2015
Allow me to wander way outside my expertise for a moment … to quantum physics. I believe this is the discipline where it is said that “something doesn’t exist until it is described and measured.”
This statement embodies one of the reasons the MHSAA has mandated that, beginning this school year, member schools must report all possible head injuries in the practices and events of school sports. We want to get at least a general description and approximate measurement of our story here as we listen to the nationwide narrative about health and safety in school sports.
Early returns – that is, preliminary numbers for fall sports – are being presented to the MHSAA Representative Council today. A public release will follow before the end of the year. A more complete report – based on fall, winter and spring sports – will be provided after the conclusion of the 2015-16 school year. And in the future, year-to-year comparisons of the numbers will provide a more meaningful story.
The MHSAA is also gathering data from two pilot programs that are intended to increase attention on sideline concussion detection and recordkeeping, and also from the concussion care insurance the MHSAA has purchased for all participants in all MHSAA member junior high/middle schools and high schools beginning this school year.
Data from all three initiatives may help those who make the equipment and prepare the rules of play in the ongoing campaign to make our good school sports programs even better.
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.”