Prevention Progression
June 28, 2015
The starting point for concussion care is prevention; and when we talk about prevention of concussions we must include education, equipment and enforcement.
Education is a shared responsibility of all who conduct and coach athletic programs; and the vital information about prevention, recognition, after-care and recovery needs to reach every player, their parents and all coaches.
Equipment is mainly the responsibility of those who make the protective gear and of those who make the rules specifications for that gear, but there are important responsibilities at more local levels. For example, to make sure what schools purchase and provide to players meets rules requirements, gets reconditioned as needed and fits properly. In football, for example, the fit of the helmet is much more important than its price ... fit at the start of the season and checked throughout the season.
As with education and equipment, enforcement is also a shared responsibility. In football it includes local enforcement of the 2014 football practice rules that have reduced collision practices; and in contests it means contest officials’ enforcement of the strongest set of safety rules in the game’s history.
In all sports, officials are to err on the side of safety; and when they do, the MHSAA will have their backs. Local school administrators and coaches should too.
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.”