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Oyster Stew

November 13, 2015

Jonathan Swift, an 18th Century writer I was introduced to as an English major in college, grabbed my attention and loyalty with the statement, “He was a bold man who first ate an oyster.”

I’ve hated oysters for their look, their texture and their taste; and also because, as a child, oyster stew was the Christmas Eve fare that stood between me and the time when we could begin opening presents under the Christmas tree.

But I have loved Swift’s metaphor.

Imagine the courage – or the desperation – of the first person to eat an oyster … or any other ugly, slimy critter ... raw!

But it is often this person, bold or desperate enough, who looks past appearances to tackle something of such unpleasant prospects, who actually makes the discovery or connects the dots or makes the breakthrough necessary for real progress.

What are the most unappetizing issues before us? Transfers? Football scheduling? Specialization? What unappealing solutions might we be avoiding because they look so awful? Are we bold enough to take a bite out of them?

Rocket Science

January 5, 2015

I have always been fascinated by space exploration and in awe of all that is required and must go right to send a space vehicle atop a multi-stage booster rocket from a moving object like Earth, and land it softly on another moving object like the moon or Mars or most recently a massive rock, after a journey of many months and millions of miles. How can people figure that stuff out?

There cannot be a problem of school sports that is more complicated than those of space exploration, except for one feature – which is that our problems deal with people, who are far less predictable and dependable than the laws of physics.

Making matters worse is that we are working with people in a competitive arena, and in an emotional setting, where the objectivity which characterizes the scientific method of rocket scientists is generally if not universally absent.

As long as potential problem-solvers view potential solutions through the lens of what does or does not benefit them in terms of competitive edge, our efforts to make good changes will never launch or, if launched, will miss the target.