The Other 90% - Introduction and the Process of Change

The Other 90% - Introduction and the Process of Change

When any individual or collective group wishes to take up a mantra sure to secure thought and attention, the construct of change as a process heads the list of presentable themes. Look at the current world, politics equal the mantra of change (always has), education equals the mantra of change, as does any noteworthy human venture. It takes little thought or ability to discuss or propose change; it takes vision, knowledge, planning, and cooperation to pull off change. Michigan football is undergoing rapid and obvious change, hence this article.

Not so long ago, at a Big Ten institution I am embarrassed to mention, my department chair called me in and asked if I wanted some summer money. I asked what the gig would be. The gig was a complete and scholarly study of the process of change. At first, I thought this venture would provide only money. The assumption was incorrect: there is indeed great benefit from studying the process of change.

It soon became clear that perhaps the most prominent writer on the subject of change was a scholar named Fullan. This remains so today. So the following precepts are partly based on Fullan’s considerable contribution to the knowledge base.

Are coaches masters at understanding the process of change? Probably not, but it must be stated that the historical coaches of legendary status all were hailed as great teachers, great communicators, master psychologists, and leaders in achieving success. Most likely none of the coaching legends had the knowledge base of teaching, learning, and psychology attributed to experts. But by similar inherent, seemingly inborn, traits and an unbending willingness to succeed, coaches have achieved more success for themselves and their apprentices, than other entities who come into contact with student athletes.

Before a discussion of Coach Rodriguiz and the recent events of change, the process of change will be delineated. Remember, first of all, that change is rarely a singular event, involving one person, linked to a singular goal. The nature of change is clear: change involves a precise process; change has unintended consequences and is risky, and change causes commitment more than commitment causes change.

Have you the readers seen big business bring forth ads that center emphasis on innovation, collaboration, and change lately? This is not by accident, big business has thrown its entire belief system behind thinking outside the box, collaboration, and innovation through the process of change. Models of change are being produced by the dozens; some possess lengthy flowcharts with sophisticated task analysis sheets. One model that is not sophisticated, but highly effective and quick, is the ideal state model. In this model, what a group agrees upon as the ideal state (the coaching staff) is compared to the evaluated actual state. The differences are then noted and individual strategies are prepared to get the actual state moving to the ideal state. I would bet a dime to a dollar that Coach Rodriquez uses such a model without even knowing its theoretical background. Most successful people just intuitively think and act this way.

Coming up next:
The Other 90% - Introduction and the Process of Change continuation of part 1

written by Doc4blu and ErocWolverine

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