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.

In Others’ Words

August 22, 2014

I’ve read and heard multiple times – so I’ve come to believe it’s at least partly true – that one of the techniques that marketing departments or agencies use when developing campaigns to promote a product or service is to look at it from the consumer’s, customer’s or client’s perspective.

The point is often brought home that if management would use this technique as much as marketers, then management would be more effective and would label itself, rather than marketers, as the “creative team.” It chafes me to hear a CEO say he or she wants to know what “creative” has to say about a sponsorship initiative before the CEO will offer an opinion.

Thinking about what our customers want doesn’t require that leaders suspend their personal beliefs or reverse experience-based opinions. It merely asks that we look at things from a different and sometimes even opposite point of view. And to be truly revealing, it asks that we try to put into words where other people stand on a particular topic.

It asks us to actually try to describe what our customers see from where they stand and what they say they want. For example, in our work, it would ask administrators to think about and actually describe what coaches want, and vice versa. And it asks both coaches and administrators to think about and put into their own words what student-athletes want, and what their parents want.

This has been an ongoing part of my life, provoked I suppose by my marriage of 42 years to a woman whose political views often point 180 degrees from my own. And this approach has been especially enlightening on school sports’ most troublesome topics, some of which we are tackling at this time, like ...

  • Out-of-season coaching rules
  • Junior high/middle school programming
  • Health and safety mandates