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Sunday, 29 April 2018

Very Stable Idiot Week 17: April 23-29 2018


THE FIRST WORD 

How to improve race results:


  1. Get faster
  2. Get better at racing


Many ignore the importance of the latter.  
My advice:

  • understand your race model
  • practice your model
  • stabilize your model under varying degrees of arousal


"Mediocrity recognizes nothing above itself." - Sir Arthur Conan Doyle


LOW HEEL RECOVERY

This has been all the rage now for a decade or so.  I actually don’t obsess over ‘Low recovery of heel’ in the initial steps.  As long as the shapes are good, they rise with each step, and are projecting maximally, I don’t really care.  Athletes will find the most appropriate recovery parabolas based upon their individual morphologies. Some athletes can apply high forces though short distances - so they will naturally gravitate towards a lower recovery; others need a little more space/time, so will recover higher.  Why try to unnaturally influence this?

My goal-outcome never changes - push maximally, in an ever-increasing vertical manner, every step, until upright - cues are determined upon what makes most sense to the athlete:  'running up stairs’, ‘driving the thighs’, ‘climbing’ , etc.  


Lots of talk about ‘agile periodization’.  

Understand that your ‘agility’ does not give you the right to not plan.  
Without a plan, your program is simply chaos - Brownian motion.  

Agility stems from effective planning.



Learning a skill involves four steps:


  1. Introduction
  2. Exploration
  3. Stabilization
  4. Realization 


This is iterative & fractal


Athletes: If you are dealing with some inner struggle, this will not be eliminated by the outcome of your sporting competition.  

The answer is not the solution to the problem;
the answer is in the action of solving the problem



Some people think by talking
Others think by writing
Very few think by thinking
The distractions are too great 

“ … people organize their brains through conversation. If they don’t have anyone to tell their story to, they lose their minds. Like hoarders, they cannot unclutter themselves. The input of the community is required for the integrity of the individual psyche. To put it another way: it takes a village to build a mind." - Jordan Peterson

...


COMPLEXITY
(from the upcoming ALTIS PTP Course)

Robert McNamara was known as ‘The Architect of the Vietnam War.’ 

As President Kennedy’s Secretary of Defense, he was responsible for the overarching strategy for the conflict.  With no prior military experience, McNamara had gained a deep appreciation for the power of data during his time as a business executive - most noticeably as president of Ford Motor Company.  

Only through extensive statistical analysis, McNamara believed, could we hope to understand a complex situation.  The mass of unruly information could be tamed - if only we collected enough data; so spreadsheets, calculations, and charts became the primary means as to how the War would be fought.  The problem with this strategy is that war is characterized primarily by the unmeasurable chaos of human conflict.  

As the Vietnam War became increasingly untenable, McNamara doubled down on his strategy.  Six years into his reign as Secretary of Defense, McNamara - while seemingly admitting to his tactical limitations - apparently saw no alternative:

“It is true enough that not every conceivable complex human situation can be fully reduced to the lines on a graph, or to percentage points on a chart, or to figures on a balance sheet, but all reality can be reasoned about. And not to quantify what can be quantified is only to be content with something less than the full range of reason.”

The conflict in Vietnam would cost the lives of over 50,000 Americans and 1 million Vietnamese.


Compare McNamara’s handling of the Vietnam War with General Stanley McChrystal’s description of the challenges he faced as Joint Special Operations Command in Iraq during the Persian Gulf Wars and as Commander of American forces in Afghanistan:


“… an organization’s fitness—like that of an organism—cannot be assessed in a vacuum; it is a product of compatibility with the surrounding environment. Understanding that environment would be the key to understanding why we were failing … we did not draw static geographic features; we drew mutable relationships—the connections between things rather than the things themselves.”


War had not changed.  What was complex in 1964 was still complex in 2004.  McChrystal reasoned that - as in all complex systems - events were not predictable; they were not caused by single components, but by their interactions.  

A PowerPoint diagram meant to portray the complexity of American strategy in Afghanistan, that led McChrystal to state: “When we understand that slide, we’ll have won the war”



“man is so addicted to systems and to abstract conclusions that he is prepared deliberately to distort the truth, to close his eyes and ears, but justify his logic at all cost” - Fyodor Dostoevsky


It's Not Complicated: The Art and Science of Complexity for Business Success
- Rick Nason

If you run a business, you probably already understand a little about complexity.  Nason here takes some of the lessons from other fields, and tries to apply them to the business world.

“Engineers, scientists, and ecologists have been thinking in terms of complexity for fifty years, and it is time that the business community considered some of the valuable and interesting lessons the field has to offer.”

Seven factors that are making the world of business more complex:


  1. globalization
  2. the internet
  3. social media
  4. ideas over objects [rise of intangible goods & services]
  5. scalability of these intangible goods [network effects]
  6. big data
  7. complex global social issues




THE ‘SOLUTION’ TO COMPLEXITY

“It is perfectly possible that the truth is beyond our reach, in virtue of our intrinsic cognitive limitations and not merely beyond our grasp in humanity’s present stage of intellectual development.” - Thomas Nagel


Firstly, complexity is not bad. It is not good. It simply is. 

It’s our reality. 

Our acceptance of this truth forces us to come to terms with complexity, and to find ways to best work with it - as there is no way to ‘deal’ with it, to ‘manage’ it, or often - even to ‘explain’ it.  

“ … the focus has to be on working out what can be influenced and changed in practice. Because practice is, de facto, determined by changing context, then what to do differently in a specific instance can’t be determined in advance as it depends on circumstances.”  (Beautemente & Broenner, 2014) 


"Humans are living their best lives when they’re always balanced on the edge of Order and Chaos, converting the Chaos into new Order. Lean too far toward Order, and you get boredom and tyranny and stagnation. Lean too far toward Chaos, and you get utterly discombobulated and have a total breakdown. Balance them correctly, and you’re always encountering new things, grappling with them, and using them to enrich your life and the lives of those you care about.

If we lack courage, we might stick with Order, refusing to believe anything that would disrupt our cozy view of life, and letting our problems gradually grow larger and larger. This is the person who sticks with a job they hate because they fear the unknown of starting a new career, or the political ideologue who tries to fit everything into one bucket so he doesn’t have to admit he was wrong. Or we might fall into Chaos, always being too timid to make a choice, “keeping our options open” in a way that makes us never become anyone at all."

Jordan Peterson, 12 Rules for Life


- Shayne Parrish


I wrote about this last week also; and then happened upon this old Farnam Street post

"News is by definition something that doesn't last. And as news has become easier to distribute and cheaper to produce, the quality has decreased.Rarely do we stop to ask ourselves questions about what we consume: Is this important? Is this going to stand the test of time — say, in a week or in a year? Is the person writing this someone who is well informed on the issue?

… most of what you read online today is pointless. It's not important to your life. It's not going to help you make better decisions. It's not going to help you understand the world. It's not going to help you develop deep and meaningful connections with the people around you. The only thing it's really doing is altering your mood and perhaps your behavior.

The hotels, transportation, and ticketing systems in Disney World are all designed to keep you within the theme park rather than sightseeing elsewhere in Orlando. Similarly, once you're on Facebook, it does everything possible, short of taking over your computer, to prevent you from leaving. But while platforms like Facebook play a role in our excessive media consumption, we are not innocent. Far from it. We want to be well informed. (More accurately, we want to appear to be well informed.) And this is the very weakness that gets manipulated."

The challenge is encapsulated by Nicholas Carr:

“[W]e're surrounded by so much information that is of immediate interest to us that we feel overwhelmed by the never-ending pressure of trying to keep up with it all.”



The Standard Operating Procedures of the ALTIS Performance Therapy Model:

A standard operating procedure, or SOP, is a set of step-by-step instructions compiled by an organization to help workers carry out complex routine operations. SOPs aim to achieve efficiency, quality output and uniformity of performance while reducing miscommunication.   An SOP describes the who, what, where, when and how to operate in a functional area. 

“The development and use of SOPs are an integral part of a successful quality system as it provides individuals with the information to perform a job properly, and facilitates consistency in the quality and integrity of a product or end-result … They document the way activities are to be performed to facilitate consistent conformance to technical and quality system requirements and to support data quality. They may describe, for example, fundamental programmatic actions and technical actions such as analytical processes, and processes for maintaining, calibrating, and using equipment. SOPs are intended to be specific to the organization or facility whose activities are described and assist that organization to maintain their quality control and quality assurance processes and ensure compliance with governmental regulations.”  - Guidance for Preparing Standard Operating Procedures, United States Environmental Protection Agency  


The following list is a brief outline of the SOPs of the ALTIS Performance Therapy Model:


  1. Integration - any intervention is integrated within the athlete-coach training-competition ecosystem
  2. Identification - purpose is to identify movement outside of the athlete’s normal bandwidth of acceptable movement 
  3. Immediate impact - athlete-coach-therapist must see-feel immediate change
  4. Intervention - anything that affects change.  Can be self-calibration / mobilization (a la mobilityWOD), coach-led PNF / MET, or track-side professional intervention, and everything in-between
  5. Must be an improvement in mechanics - both within the athlete’s individual solution, as well as towards a more optimal biomechanical solution
  6. It is an Iterative process that builds over time - both acutely and chronically
  7. Provide further information to both clinician and athlete - educating each on the athlete’s bandwidth of normal function
  8. There is a requirement to ensure an accurate interpretation - i.e the distinction between a mechanical dysfunction and a technical fault
  9. There must be a certain threshold level of intention from both clinician and athlete (four fundamental modes of reference - see Shaw, 2001)
  10. Primary purpose of the SOP is to provide actionable intelligence - the ability to gather intelligence on an athlete’s ecosystem, through practical experience, to affect future change on others. 





This was an interesting read


Find something to worship

Worship money, and you’ll never have enough. 

Worship your looks, and you’ll always be ugly. 

... the most important thing to remember is not to worship yourself. 

Not as easy as it sounds.

- DFW


Radical doubt

It’s more than ok not to know. 
In fact, isn’t it preferred? 

Doubt is nothing to be ashamed of. 
It’s simply the door we must open to new understanding. 



TWEET OF THE WEEK

Boo Schexnayder (@BooSchex)

Engage the core” must be the new “fire the glutes” thing to say.  I’ve heard it a few times this past week.

Fascinating to think humans have walked upright for so long and have not been doing either of these two things.


Existence precedes Essence

"You might think you have defined me by some label, but you are wrong, for I am always a work in progress.  I create myself constantly through action, and this is so fundamental to my human condition that, for Sartre, it is the human condition, from the moment of first consciousness to the moment when death wipes it out. I am my own freedom: no more, no less."

Sarah Bakewell, on Sartre


THE LAST WORD


“When designing programs, remember the human biological system depends upon its entire structure.  It is not simply a sum of its parts. Cutting a cow in half does not give you two cows. You may end up with a lot of hamburger meat, but you lose the ‘essence’ of the cow”. (Kauffman)

Sunday, 22 April 2018

Very Stable Idiot Week 16: April 16-22 2018


THE FIRST WORD 

“We learn not in the school, but in life.” - Seneca

...

Most people are time-wasters. 

This is a fact. 

Whether it is wasted playing video games, perusing social media channels, watching TV, or otherwise, most of us spend far too much time on things that neither make our lives better, nor contribute positively to the rest of humanity. 

I count myself as a member of this group. 

But perhaps because of how I grew up, or where I grew up, or when I grew up, I have generally not fallen slave to some of the more typical trappings. I’ve never been a TV guy, and can count the times I’ve played a video game on one hand, for instance. 

I don’t own a television, and I do my best to stay away from the daily news cycle. Frankly, I find it exhausting. 

Essentially, I try my best to make good use of my time. 

(Although I am certain many would argue that searching for, buying, and playing a few thousand records for three decades may not be the best use of someone’s time)


That being said, as the world becomes more digital, we are beginning to see a pendulum swing towards more acoustic forms. Vinyl has been making a comeback for a decade or so, for example. And more and more people seem to be engaging in the millennial version of “turn on, tune in, drop out”


“Few things are as important to your quality of life as your choices about how to spend the precious resource of your free time.” - Winifred Gallagher


This article on the distinction between expiring knowledge and long-term knowledge offers a unique perspective on our current situation:



Expiring knowledge catches more attention than it should, for two reasons. One, there’s a lot of it, eager to buzz our short attention spans. Two, we chase it down, anxious to squeeze out insight before it loses relevance.

Long-term knowledge is harder to notice because it’s buried in books rather than blasted in headlines. But its benefit is huge. It’s not just that long-term knowledge rarely expires, letting you accumulate it over time. It’s that compounds over time. Expiring knowledge tells you what happened; long-term knowledge tells you why something happened and is likely to happen again. That “why” can translate and interact with stuff you know about other topics, which is where the compounding comes in.

I read newspapers and books every day. I can not recall one damn thing I read in a newspaper from, say, 2011. But I can tell you details about a few great books I read in 2011 and how they changed how I think. I’ll remember them forever. I’ll keep reading newspapers. But if I read more books I’d probably develop better filters and frameworks that would help me make better sense of the news.

The point, then, isn’t that you should watch less CNBC and read more Ben Graham. It’s that if you read more Ben Graham you’ll have an easier time understanding what you should or shouldn’t pay attention to on CNBC. This applies to most fields.

I try to ask when I’m reading: Will I care about this a year from now? Ten years from now? Eighty years from now?

It’s fine if the answer is “no,” even a lot of the time. But if you’re honest with yourself you may begin to steer toward the enduring bits of knowledge. 

...

Take-home: limit your time spent on stuff that doesn’t really matter; stuff that you will have long forgotten in a couple of years. Instead, spend more time with good books. Books that have stood the test of time, or will stand the test of time. 

But understand also that there’s nothing wrong with the occasional wasting of time. Just remember that - like dessert - it’s a slippery slope. 


“The desire for self-fulfillment is the desire to become more and more what one is, to become everything that one is capable of becoming.” - Abraham Maslow

...

The deeper you go, the murkier the water. 
If you hold a strong opinion on something perhaps you need to dig deeper 


If you are doing something that no one else is doing you are either the smartest person or the dumbest person in the room


A version of the ‘paradox of intention’: You can have goals. But your happiness cannot be tied to the accomplishment of these goals - Roland Schoeman


I get asked a lot how one judges a coach - how do we tell if a coach is good or not?

My standard answer has been something along the lines of:

“Has the coach had success with a number of athletes, over a number of years, in a variety of different situations?  If so, that’s a good coach.”

To be honest, though - I’m not sure that this is enough.  


First - what is success?  How we define it will determine the answers to those questions.  

For example - what about the NCAA?  There are a ton of coaches at small schools or in lower divisions that are no doubt excellent - but traditional markers of ‘success’ may be lacking because they don’t get access to the cream of the crop out of high school.  Conversely, just because a school / coach does a great job of recruiting the top high school stars each year, does this mean that they are an excellent coach, or that the school has an excellent program?

Even in the professional ranks - the merry-go-round that is the coaching fraternity in, for example, the English Premier League, is retarding the opportunity and development of some no-doubt excellent young coaches in favor of the familiar (safe?) old names, who in many cases have proved over and over again that they cannot coach.  Yet still, they command multi-million-pound salaries.


So to get back to the initial question: I guess how we ‘judge’ a coach depends on what the objective of coaching at that level is: the objective of coaching at the high school level should be significantly different from coaching at the college level, and the professional level.  Perhaps the objective is even different within groups:  e.g. in track & field, coaching success at Oregon, for example, is going to be judged differently than coaching success at Stanford.  

For me - these four metrics remain consistent throughout:

  1. health
  2. consistency
  3. improvement
  4. outcome

If you generally have a healthy team, have shown results on a consistent basis - both within a season, and from season to season, the athletes you coach improve over the course of their time with you, and the ultimate outcome is positive - then you’re a good coach.  


Thoughts?



- Davids & Araujo


Abstract

In this paper, we propose that the term skill acquisition, as commonly used in traditional psychology, and the philosophy, education, movement science and performance development literatures, has been biased by an organismic asymmetry. In cognitive and experimental psychology, for example, it refers to the establishment of an internal state or representation of an act which is believed to be acquired as a result of learning and task experience. Here we elucidate an ecological perspective which suggests that the term skill acquisition may not refer to an entity but rather to the emergence of an adaptive, functional relationship between an organism and its environment, thus avoiding an inherent organismic asymmetry in theorizing. In this respect, the terms 'skill adaptation' or 'skill attunement' might be more suitable to describe this process.

...

LONG READ OF THE WEEK

I’m generally not one to shy away from telling someone how I feel about them.  

I have probably got a little better at not being so ‘brutally’ honest over the years, but I still feel it is important to be open and honest with everyone.  It is especially important for a coach to be so with the athletes they work with.  Even when the feedback is negative, it is essential to not shy away from offering it.  

The timing of this feedback is also critical.  

I had three athletes compete this weekend at the Mt Sac Relays.  

One did OK.  One did fairly well.  And one did poorly.  

In the post-race debrief, I tried to get this across to each of these athletes.  

The most important debrief is with the athlete who competed poorly.  

In my experience, too many coaches give the athlete an excuse; they provide an out for them. 

I’m not sure if it is because they feel sorry for the athlete or lack the confidence to be critical in a difficult time, but giving them an excuse serves no purpose.  

Instead - we must communicate immediately that we feel the performance was not acceptable; and what was not acceptable about it.  


Sympathy serves no one.  


The following article on negative feedback and radical candor was a timely read for me this week.  Substitute the word ‘athlete’ for the word ‘employee’, and it communicates my thoughts on this pretty well:


Radical candor, performance appraisals and more — each has its place when you need to deliver criticism
Arlene S. Hirsch


"Radical candor is the ability to challenge directly and show you care personally at the same time," said Scott, an executive coach in Silicon Valley and author of Radical Candor: Be a Kickass Boss Without Losing Your Humanity (St. Martin's Press, 2017). "Radical candor just means saying what you think while also giving a damn about the person you're saying it to." 

New Ways of Thinking About Feedback

If you really want to improve an employee's performance, feedback is usually more effective when it is delivered in real time, along with guidance and recommendations about how to improve performance.


"The time for developmental feedback is always, whether in a coaching session or in a corridor," Richardson said. "Developmental feedback empowers because it helps people identify obstacles they face and reinforces their role in removing the obstacles each day." 

"If your goal is to get the most out of people," Habelow said, "then you have to be willing to give direct, difficult feedback. It's not a bad thing. You're doing them a service."

Habelow provided the following suggestions for those who want to get better at delivering direct feedback: 

  • Begin by clarifying your objectives. What do you want to accomplish in this conversation?
  • Script out the beginning and the end of the conversation.
  • Try to anticipate how the information will be received along with your own reaction to any response.
  • Negative feedback should be specifically focused on recognizable behaviors that can be changed rather than on personality traits or vague generalizations. 


TWEET OF THE WEEK

On Coaching Communication:

*Movement Skill or Game Scenario*

Step 1 Instruct & Discuss - mins before movement
Step 2 Summarise & Cue - secs before movement 
Step 3 Observe or Rhythm Cue - during movement
Step 4 Feedback - Athlete 1st/Coach 2nd - secs to mins after movement

- Nick Winkelman



COMPLEXITY

Couple highlights from Chris Cushion’s excellent Modeling the Complexity of the Coaching Process

“Saury and Durand argue that coaching can be characterised as complex, uncertain, dynamic, singular, and with conflicting values. Indeed, Saury and Durand suggested that the “actions of coaches were full of context based, opportunist improvisations and extensive management of uncertainty and contradictions” 

Coaching practice can, therefore, be understood as ‘structured improvisation’ which means that reducing coaching to generic rules and processes becomes, at best, hugely problematic. 

Structured improvisation, or the interaction of order and chaos, suggests that continuity in coaching comes not from stability but from adaptability. The ever-changing nature of coaching practice means we must focus on the totality of that practice and the practitioner, rather than simply on ‘episodes’ that occur in the process. 

Coaching being understood as a relational, dynamic social microcosm that is contingent and ever-changing has the implication that to think of coaching and the coaching process, one should think relationally or dialectically. The ever-changing nature of coaching practice means that the coaching process has to be thought of differently to a ‘system’, since systems postulate common function, internal cohesion, and self-regulation.”


The athlete is a complex system.
Speed is a complex ability.
Coaching is a complex activity.

The interaction of the three borders on chaos. 

The coach’s responsibility is to dance on the edge of this chaos - without actually falling in. 

This is not easy. 

The dexterity required to perform this dance requires years of experience, and the technical know-how required to fully understand the demands of each individual system, ability, and activity, as well as the interaction between them.  


"It is extremely useful to represent the phenomenology of your experience as a domain of chaos and order ... You are in the domain of order when your actions produce the result you desire. You're in the domain of chaos when they don't. Your task is to straddle the border between those two domains because you don't always want to be where everything you are doing is working because you don't learn anything. And you don't want to be where nothing you are doing is working, because it is overwhelming. You want to be stable and dynamic at the same time ... The point of maximum proper being is right at the center of the border of chaos and order" - Jordan Peterson


Dr. Jeremy Sheppard wrote an excellent short piece on complexity as it relates to coaching within an organization.  He was nice enough to allow me to share it here in its entirety:


Complex Adaptive Systems

The term Complex Adaptive System refers to a zone, within a spectrum, that varies from high certainty and agreement, to low. 

Leadership research finds that a Complex Adaptive System allows for superior Innovation, collaboration, and high engagement, and is the field of play for exceptional teams. Teams with high levels of innovation, collaboration, and engagement promote a myriad of exceptional outcomes for the team, and its members. 

Although high certainty and agreement can be a part of specific aspects of exceptional teams, this is usually only for very straightforward tasks where objectives are entirely predictable. In an exceptional organization, specific objectives and protocols can be entirely predictable and have no nuance, or variation to their application. For example, a credit card acquittal process, or a protocol in performing a highly specific task that has no nuance (e.g. you have specific procedures when you perform phlebotomy). These aspects of the business are considered a zone of ‘operational excellence’, where objectives and processes are perfectly known, application to the team is a straightforward process, and can be applied with minimal complication (high certainty), nor objection (hence high agreement component). Essentially in a functional team, these are areas where there are specific rules, and no team member, nor the organization, has a need, or interest in varying or adapting away from these rules.  

Extremely low certainty and agreement is considered the zone of chaos. However, many challenges within an organization, or even the entire operations of entire organizations, can be in this zone. Through effective interpersonal leadership, chaotic aspects can be managed towards a complex adaptive system by simply working incrementally by building agreement and certainty on the topic or operational aspect that is in chaos. A key aspect to allow for this is to have a culture where those in the team can recognize chaos, then objectively and with appropriate emotions work together to building some higher certainty and agreement. 

A key working here is Complex Adaptive System. 

Adaptability is a key aspect of exceptional teams, through engaging appropriate peoples that are tied to success, promoting collaboration to achieve better outcomes amongst people and groups (e.g. more win-win scenarios, better products and better service), and fostering innovation within and across organizations. The Complex Adaptive System culture requires team members to be ‘comfortable in complexity’ (and in fact comfortable in chaos aspects and leading them back to complexity). This requires working with heuristics; essentially rules of thumb, rather than non-negotiable rules that suggest that the rule is perfect and no situation has the advantage to entertain nuance. Rules of thumb can guide a team in such a manner that they are clear on outcomes but adaptable. 


The majority and highly definitive aspects of an exceptional team are operated in a Complex Adaptive System. 

“A complex system, contrary to what people believe, does not require complicated systems and regulations and intricate policies. The simpler, the better. Complications lead to multiplicative chains of unanticipated effects. Because of opacity, an intervention leads to unforeseen consequences, followed by apologies about the unforeseen aspect of the consequences, followed by apologies for the ‘unforeseen’ aspect of the consequences, then to another intervention to correct the secondary effects, leading to an explosive series of branching unforeseen responses, each one worse than the proceeding one. 

Yet simplicity has been difficult to implement in modern life because it is against the spirit of a certain brand of people who seek sophistication so they can justify their profession. 

Heuristics are simplified rules of thumb that make things simple and easy to implement. But their main advantage is that the user knows that they are not perfect, just expedient, and is, therefore, less fooled by their powers. They become dangerous when we forget that.” - Nassim Nicholas Taleb, from Anti-Fragile: Things that Gain from Disorder



THE LAST WORD

The process is important.  

And after a poor performance, it is often good to revisit it; the competition debrief should include coach-athlete agreement around a mutual understanding of what the process is, whether both are still committed to it, and what is required to move forward.  

Sport though - is tough.  

Because at the end of the day - outcome matters.

Mauricio Pochettino is a man after my own heart.  After yesterday's FA Cup semi-final loss to Manchester United, the Tottenham Hotspur manager offered this week’s last word: 

“We try to learn always but at some points, it is difficult … It is not always about learning, sometimes it is just about beating your opponent.”