Practice Makes Perfect?

May 19, 2013

For years, leaders of educational athletics have been critical of sports specialization, citing the physical, emotional and financial price that is often paid by young people and their families as young athletes (or their parents) chase unrealistic dreams.  The weight of evidence I’ve seen has made me conclude that sports specialization is good for some, but a multi-sport experience is better for most young people.

Recently I’ve read about a new challenge to the sports specialization myth.  It’s called “interleaving.”  It posits that “mixing things up” is a better way to train; that brains and muscles get a better workout by mixing tasks.

This is getting national attention at thedanplan.com which chronicles a 30-something commercial photographer, Dan McLaughlin, who quit his job in Oregon with the goal of becoming a top-level professional golfer.  He had read in Malcolm Gladwell’s Outliers that 10,000 hours of practice would gain him international expertise.

Along the way on this quixotic journey, Dan McLaughlin not only has been testing the 10,000-hour theory, he’s been testing interleaving – mixing lengths of putts during putting practice, mixing different types of shots on the driving range, etc.

Time magazine reported in April that this has the attention of UCLA’s Learning and Forgetting Lab which is testing the Florida State University theory popularized by Gladwell, and is searching for “the biological sweet spot.”

FYI:  McLaughlin has not yet qualified for the PGA tour.  But on the other hand, he still has about 4,000 practice hours to go.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.

As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.

While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.

If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.

Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.

These are large topics, worthy of our time because of the disagreement, not in spite of it.