Head Trauma and Learning
November 23, 2012
Researchers at my alma mater have joined their voices to the growing chorus of concerns about the effects of repeated blows to the head.
A study of the cognitive effects of head impacts on members of Dartmouth College football, hockey, track, crew and Nordic ski teams compared before and after season results on learning and memory skills. Participating athletes also came from Brown and Virginia Tech.
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22 percent of athletes in contact sports had lower results on learning and memory skills tests after their season.
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Only 4 percent of athletes in non-contact sports posted lower test results.
The researchers caution that it is unknown at this point how long these negative effects may last, but they also note there is some correlation between test results and how hard the athletes were hitting heads.
This adds to the mounting evidence that rules writers, program sponsors, coaches and officials must look for and implement a variety of measures to reduce the frequency and severity of head impacts in both practice and competition in all sports.
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.”