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| Udvikling og samarbejde |
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| Skrevet af Michael Flarup |
| Tirsdag, 15. marts 2011 10:05 |
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For ikke så længe siden stod der nogle ord på en svømmehjemmeside som jeg har tænkt over i et stykke tid. Det omhandlede teamwork. Det første der slog mig var alle de her buzzwords som ligger i HR-verdenen og som egentlig også har indlejret sig i svømningens sprog. Der er en tendens til at vi skal effektivisere og strømline alting - det handler jo konstant om optimering. I den sammenhæng synes jeg det vil være interessant at se hvornår der egentlig er en svømmeklub der vælger at LEAN´e deres svømmeskole, træning osv.
Min refleksion førte mig imidlertid videre til at tænke historisk på den udviklingen sporten har gennemgået siden jeg som ung knægt stod i vandet. Der er ingen tvivl om at sporten er blevet mere professionel. Trænerne er gået fra "mesterlære"tanken til at være uddannet (og i denne kontekst er det jo interessant at overveje hvad den gode dannelse egentlig er) men samtidig er det de samme ting man snakker om i 2011 som man gjorde i 1990. Penge til svømmer, give dem steder at bo, udstyr, rammerne at dyrke sporten i, eksotiske træningslejre osv.
Det ovenstående skal ikke ses som noget negativt - det er vel hvad filosoffen Lars Henrik Schmidt vil kalde en tendens på baggrund af en (mindre) samtidsdiagnose i/af sporten. Det som er interessant er hvilken vej sporten vil fortsætte hvilket naturligvis afgøres af de mange agenter i felten (felt forstået i Bourdieusk forstand) men måske kan den følgende lille video give alle et smil og mulighed for eftertanke omkring udviklingen af dansk svømning.
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Kommentarer
His way works for him. My way works for me, both of us have VERY personality-dependant coaching and leadership styles. He taught me a lot, so very much, and I miss being able to meet up for coffee with him at competitions
Paul Midgley, head coach, London Aquatic Club
I would die inside each practice if I could not bring fire to the pool. But that is MY personality, not his. He wouldn't know what to do if he had to put aside logic ruling his life and that is HIS personality. He shields himself from the incredible stresses that build up during a life of coaching by his logic and control.
He refuses to feel some things, which is pretty cool because being affected by emotional responses is a choice and he is very good at making choices. I choose to feel more things, after trying it the other way and absolutely not liking what it did to me as a person. Sure I get a bit crisp around the edges at times, as that burn-out zone gets too close, but it is fun balancing the risk there too
His club is huge. He runs it exceptionally well and the way a large performance oriented environment should be run: with the leader in charge. My clubs are smaller, I think they are well-run, but again it is our personalities that make the differences here. He likes controlling everything and delegating what needs to be done, and that works for him. I am no less a control freak (I am a head coach after all) but I am very comfortable sharing power and setting up centres of competency where we get a more team approach to building a performance environment. His style is pretty deadly to a smaller club and mine is too loosey-goosey for a big big club.
Then again, I was the first coach to use TQM in my club and to pull Musashi Miyamoto into training my age-groupers
We all have to find our own way. No one single path is perfect for everyone. The basics are the same, the foundations of being a good coach, but the details have to be very, very personal… just like our programs for our athletes. One plan does not fit all.
However… the point is… a plan MUST be there, to build that team, create that environment, and grow those hopes and dreams and futures. The plan must be personally important, relevant to the individual situation and active, just like training plans for athletes. Anyone who thinks their club does not need at least two different types of plans, written down, studied, and alive, is, so sorry, nuts
It's got to be there. You go nowhere fast without it. Citater
Måske er det netop tanken bagved hans tanke. Det kan altså være et værn mod skuffelsen - men det kan jo ligeledes bringe én til udbrændthed - fordi man ikke giver sig selv fuld og helt… hmmm - der er mange veje til Rom (eller London i 2012) Citater
There are so many things coaches must build other than bodies in order to achieve Ideal Performance States for both the individual and the team. Blinkers on the eyes avoids extending oneself to the local environment.
I once had a very respected coach back home tell me that passion for this sport was the surest way to end one's career both early and in disappointment. Many years later, I cannot see how one can continue in this field without the passion, the desire to build a team that functions at the highest levels of any system you care to name. Every team-based management system I have seen relies on teamwork and team-building and strengthening the individual to make the whole greater than before.
And how can one do that without passion and love and all those soft, squishy things that cannot be measured in hard numbers and graphs?
More pre-morning practice rambling thoughts. Time to get to work.
Beklager at jeg glemte LEAN-morfaderen Demings men vil i tilgift bidrage med en overvejelse om hvorfor "teamwork" klinger godt i DK:
"…venskabe t som en del af det identitetsskabe nde arbejdsliv med en særlig socialitet mellem kollegerne baseret på fælles værdier og livsstil og knytter den an til Simmels begreb om sociabilitet som ”forbundethed” i en ren form uanset kontekst" (Bovbjerg og Sørensen). Citater
LEAN, hmm, green belts, black belts, 6 Sigma… shall we toss the Deming Total Quality Management system in there too?
I think I need to write another book
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