Skepticism

October 4, 2011

One of the greatest catalysts of the environmental movement in Michigan was the rise of the middle class working family as our state industrialized in the early 1900s.  Forty-hour-a-week workers with good pay and benefits sought out clean rivers, streams, lakes and parks for recreation and relaxation during their weekends and vacations.  Many industries that created the jobs soon realized they had to provide their employees a clean environment as well.

Now as we struggle through a prolonged period of economic malaise in America, economists and politicians focus on what is needed to stimulate growth in the U.S. and world economies.  They appear to worship at the altar of economic expansion, few seeming to question if our planet can sustain the growth rates they pursue.  What price to our environment does a robust economy extract?

Of course, it is easier for a person with a job, insured benefits and a retirement program to question the obsession with economic growth; but a job without clean air to breathe and water to drink will not be satisfying for long.  So a healthy dose of skepticism about economic growth is needed.

As I read the scathing indictment of corruption in college sports in the October issue of The Atlantic Magazine, I kept thinking that a healthier dose of skepticism about ever-increasing hype might have avoided the crass commercialism and exploitation of what once was but may no longer be justifiably connected to institutions of higher learning.

And of course, a healthy dose of skepticism must be maintained by those in charge of school sports as we trend during difficult economic times in directions more commercial than our founding principles may have envisioned.

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.