August 4th, 2010:  Beyond Training: from ‘smart’ objectives to WISER outcomes. A necessary paradigm shift to achieve success in developing countries.

In a known and predictable world rational solutions can be planned, for training as for anything else. A training programme based on the concept of the transferability of skills can be organised and implemented so that coaches acquire the skills they are thought to need in order to achieve pre-determined, often narrow, ‘smart’ objectives.  (Specific, Measureable, Achievable, Realistic and Timely). However, such a training approach takes little account of idiosyncratic local needs, perspectives and opportunities and can’t cope with a world of uncertainty or a high degree of complexity. It is ‘a one size fits all’ approach, which, paradoxically, may be a misfit everywhere. 

 Coaches across Continents works in complex, challenging and constantly changing environments which demand a significant degree of knowledge, analysis, judgment and flexibility in order to meet the context specific requirements of every unique situation. Accordingly Coaches across Continents goes beyond training and ‘educates’ coaches to make appropriate choices in their use of the Coaches across Continent’s curriculum in their work in significantly varying situations. Using a cascade model of development in order to optimize programme sustainability, these coaches then educate locally based coaches to similarly utilise this unique and effective curriculum. 

 Wisdom is the power of judging rightly. Without wisdom success is impossible in situations which are complex and ever changing.  Therefore the evaluation model of Coaches across Continents has of necessity evolved beyond the simplistic and potentially ineffective concept of ‘smart’ objectives to evaluation based on WISER outcomes.

Coaches, both international and local, are required to evaluate their programmes based on the following WISER criteria:

 W

Was the programme ‘workable’? How did it take account of and respond to the specific reality and needs of the unique context?

a)      What was unique about the context?

b)      What particular needs were identified?

c)      What were chosen as local priorities and why?

d)     How were these priorities met?

I

Was the curriculum utilized ‘intelligently’, with thought being given to the relevance of a wide range of ideas and factors?

a)      What alternative ideas and approaches were considered?

b)      How were activities selected appropriately to match identified local needs? 

c)      How was the curriculum responsive to ongoing learning and emerging issues?

S

Was the programme and curriculum ‘situated’ within the network of local relationships within the community?

a)      How did the curriculum align with local partners and build on existing programmes?

b)      How did the programme build relationships and gain credibility within the community?

c)      How did the programme add value to the community?

E

Were the coaches willing to ‘experiment’ appropriately, to try out new ways and formulate new aims, in response to newly clarified or identified local needs.

a)      What local needs were newly identified or clarified?

b)      What new or variant activities, games or approaches were introduced to meet these needs?

c)      What new aims emerged as a result of these experiments?

R

What ‘results’ were achieved, both quantitative and qualitative?

a)      What criteria was used to measure or judge success?

b)      How many people attended the programme? Did the attendance increase or drop off throughout the programme?

c)      What was the evidence of community interest in the programme?

d)     What was the evidence of learning by participants and within the community as a result of the programme?

e)      What was the evidence of sustainability of the programme?

By seeing the limitation of the ‘smart’ objectives’ way of understanding things, Coaches across Continents is moving beyond simplistic training methods and superficial numerical evaluation. In grasping the nettle of ‘WISER’ outcomes, Coaches across Continents is at the forefront of evaluation that honours complexity, speaks to the uniqueness of local contexts, builds on emerging strengths, enhances sustainability and empowers coaches to move from chance to informed choices in their work within communities.

“We have been working on a ‘monitoring and evaluation’ method for over two years that works best with sport for social development and specifically with the flexible nature of our Hat-Trick Initiatives.  We’d like to thank all our coaches in the field, our partner programs, iFc 1966 and the members of our Boards who have worked on this project. The WISER model continues our work as a leader in sport for social development ”  Nick Gates, Global Strategist

In  the 1990s, it was the Dot Com maddness of over valued companies and massive financial crashes.  In 2009, it’s the English Premier League that has become the industry that leads the way in craziness.

The transfer window was crazy enough with Defoe going back to Spurs for twice as much money as when he left……..is he really twice as good today than he was 12 months ago? and Robbie Keane returning to Spurs for £8 million less than when he left…..6 months earlier.  What other business would sign a player like Keane and within 6 months lose £8 million simply because, as Keane put it, “Benitez didn’t fancy me”.  Now the bankers and investors on Wall Street have done some crazy deals, but buying someone in August and selling him in January is ’shameful’.  But I don’t know if that is as crazy as Spurs buying back Defoe for twice as much as they sold him for, or buying back the Sunderland right back……or buying Darren Bent for £16 million…….CRAZY!!

But nothing compares to Chelsea firing Scholari.  Only two months ago they had won about 9 in a row away from home and conceeded 1 goal, they were in the top 3 and still in the Champions League.  They lost Joe Cole, John Terry and Carvalho to injury and they had three bad games…….a guy in the stand holds up a sign telling the Board to sack Scholari and replace him with Zola and Hey Presto….they do just that.  It is crazy I tell you!

If you ask me, it’s time that Obama gets involved.  Sure, the bankers and investors in Wall Street are ’shameful’ but it’s only a matter of time before he persuades Congress that the real problem in our economy is not the banks, it’s the English Premier League and the crazy misuse of honest tax payers money!

Does Jimmy Bullard really think that football fans believe it when he says that moving to Hull City wasn’t about money, it was about being ‘wanted’.  Does he think that people who hear his interview really believe him?  We would all be so much more understanding of any player in this type of situation who was honest about his intentions.  Sure, Robiniho left Spanish strugglers, Real Madrid to further his football education at powerhouse Manchester City, and Craig Bellamy went on strike at West Ham so that he could be with his father figure, Mark Hughes at Manchester City…..the list goes on and on and on.

No one (well, some people do), begrudges any working person the opportunity to make as much money as possible from their job, we would all do the same in that situation, but please, pleeeeeeaaaasssseeee, will someone tell footballers that we don’t believe them when they look in to the camera and say that the move was about feeling ‘wanted’!  Or tell them if that’s the case, would they please donate the extra wages to a worthy football charity for children around the world.  Does someone have Jimmy Bullards number?

The appointment of Ivor Gazidis the Deputy Commissioner of Major League Soccer, as Chief Executive of Arsenal will convince all soccer expatriates that their work in the USA will not go unnoticed in English Premier League.

Lured by opportunity, lifestyle and sunny weather, the sidelines of US youth soccer games are patrolled by thousands of expatriate British and South American soccer coaches bringing the passion of the Premier League and Match of the Day knowledge to the U11 girls league.

Deep down, every one of them is hoping that their exploits in the 5th division of the U12 Girls Indiana Youth Soccer Division will get spotted by one of the big four in the Premier League when the Head Coach position becomes vacant. Gazidis appointment is proof that such things happen.

South African born and British educated, Gazidis, has managed the world’s most complex soccer transfer system, seemingly inspired by the Duckworth-Lewis Method at MLS. He should have no problems handling the transfer window negotiations and implementing Arsene Wenger’s transfer plans.

Here is an interesting thought. As we sit today the US influence in the Premier League’s top clubs has never been greater.

* Manchester United – American-owned by the Glazier family
* Liverpool – American and Canadian owners
* Chelsea – American Chairman
* Arsenal – Chief Executive from MLS
* Aston Villa – American owned by Randy Lerner

Perhaps coaches are next on the list. According to the Duckworth-Lewis method, that is the inevitable outcome, weather permitting of course.

We are often asked what we think about the soccer commentators on TV. Do they know what they are talking about? Should a former pro be given respect simply because he played the game or should he have to earn new respect in his new job?

Former players in England are almost untouchable. Andy Gray spends most of each game commentating on referee decisions and after watching each incident three or four times from various angles, offers his expert opinion. After seeing the incident so many times…often he is correct with his opinion!

Offsides seem to be where most experts make their money and they don’t tire of telling us that he is ‘only just offside’ as opposed to being 20 or 30 yards offside!! The other timeless classics are, ‘I’ve seen those given’ for penalties and ‘that for me, is a yellow card’. It seems that watching TV replays time after time and then giving their expert opinion is how they earn their money. Let them prove themselves as ‘experts’ and have to give real time opinions on decisions and see how many they get wrong!

A better use of their time would be to actually tell the viewers what is happening during the game, what are managers and players doing to change games and how are tactics influencing the match? The experts should be able to tell us in real time what is happening rather than having us wait 10 minutes to explain changes after a substitution.

In the US we often have to listen to some of the strangest commentators. At Fox Soccer Channel we have three or four commentators or presenters who are on TV simply because of their accent rather than their football knowledge. On a recent show we counted that they made 17 mistakes on what had happened during a game….17!!

Easily the worst commentator on TV around the world is from ESPN and his name is Tommy Symth. He is heard throughout the world on ESPN and ESPN International and complaints flood in a after every game. “Throughout the Croatia v Austria match, Smith uttered inanity after absurdity after stupidity. He insults the intelligence and lowers the game” was just one of the comments found on line. ESPN, the so called leader in Sports really should take note of the complaints that come to their studios in the thousands and rather than pretend that he has a cult following, recognize that they are really insulting the viewers. We can only hope that ESPN do not get English Premier League football any time soon.

So next time you are watching a game on TV, listen to what the ‘experts’ are saying and you will see that most of the time the only difference between the viewer and the ‘expert’ is that the ‘expert’ is getting $1000 a game!!

We are all getting tired of managers complaining about referees . So let’s look at one or two incidents to see whether the criticism is fair.

At the recent Bolton V Liverpool game, Gary Megson complained about a disallowed Cahill goal while Rafael Benitez said that it was the correct decision. Which one of them is right? Is the referee wrong just because Megson says he is? If the managers don’t agree, how can we really blame the referee?

Alex Ferguson was recently fined by the FA for his criticism of Mike Dean for his decision to give a penalty against Hull. Many of us thought it was a penalty and that Dean was correct. It would be a lot easier to accept the mangers rants against referees if they would be honest when decisions go in their favour. Certainly the penalty for Man Utd v Bolton was a very poor decision.

Mark Hughes spoke after the Man City V Tottenham game and said about one of the sending offs, “I’m not sure he’s made any contact and the referee needs to take into consideration the conditions”. What a ridiculous statement. The players should be ones who take into consideration the conditions. A fouls is a foul. Does Mark Hughes really think that the rules should be changed if its cold, sunny, icy? The referee can’t change the rules.

Easily the worst decison of the year was Stuart Atwell at the Watford v Reading game. What was surprising was the comment from Watford boss Aiden Boothroyd on whether Reading, who knew they had not scored, should have allowed Watford to score an equaliser: “I don’t expect players to take things into their own hands. It’s not up to them.If someone stops you in a car park and gives you a present you don’t say no do you?”. That’s not the point. Surely if players and managers want respect they could help the referee. Why didn’t the Reading captain take 30 seconds to tell the referee that it wasn’t a goal? Why didn’t the Reading player, Noel Hunt who was nearest the ball and hooked it back in to play, tell the referee that the ball had not gone in to the goal?

If players are not honest, how do they expect the referees to always get it right? The job of a referee is difficult and even though ProZone stats show that referees make the correct decsions more than 94% of the time (a good player makes about 80% of his passes), the managers and players are creating many of the problems.

If you know it’s not your throw in, don’t appeal. If you do, don’t get upset that sometimes that decsions go against you. Don’t dive, if you do, know that sometimes that you will be on the wrong end of the other teams dives.

At Portsmouth , Middlesbrough boss Gareth Southgate thought Stewart Downing might have won a penalty and said: “I imagine it would have been a free-kick anywhere else on the field”. But after gaining a penalty versus Manchester City, he was honest enough to say that it was certainly a debatable decision but that over the course of a season, that these things equal themselves out. He sets the standard for honest managers.

Perhaps OPTA who provide great stats can tell us whether it is true that decisons do equal themselves out over a season? If we can prove it, then maybe managers and players will take more responsibility and positive changes can happen to our beautiful game.