You Need More Than Facts to Change My Mind!
I have a coaching colleague who was charged with “coaching the coaches” at a very successful club. The goal was simple: to provide consistency in instruction and practice format from team to team at the various age groups within the club. He was dismayed at the resistance from the coaches to any form of change in their routines. I chuckled at his surprise. Few groups are more resistant to change or convinced of the superiority of their methods than coaches. However, it sparked a curiosity to explore why coaches prefer to stay with the current dogma, even if facts indicate a different path might be more effective.
“Faced with a choice between changing one’s mind and proving there is no need to do so, almost everyone gets busy with the proof.” ~Economist James Kenneth Galbraith
Why are coaches so resistant to experimenting with new methods that might result in a modification of current beliefs? The uncomplicated answer is a lack of knowledge. Lack of knowledge may have merit in a small percentage of cases. However, what I see more often is that coaches are so ingrained in their methods and so comfortable with their practice format that they become resistant to change, even when easily accessible and more productive methods are available at their fingertips. Coaches can become so comfortable with their various philosophies that they resist change. To quote author James Clear, “It is easy to slide into these mental grooves and accept them as fact.”
Impediments to Change
A belief can become part of one’s identity.
A successful collegiate coach told me he was recruiting at a particular club, and the club director asked him if he was a “Gold Medal Squared” coach. For those unfamiliar with Gold Medal Squared, it is a coaching education group focused on specific coaching methods. The director followed with, “My players will only go to a college program that follows the Gold Medal Squared philosophy.” Whether one believes in the teaching philosophy of a particular group, in this case, Gold Medal Squared, is not the point. In full disclosure, Gold Medal Squared is an excellent source of quality coaching information. However, when any philosophy becomes ingrained in one’s identity, with the expectation that others should adhere to it, any form of change becomes a borderline insurmountable challenge. Not only are you being asked to change a philosophy, but you’re also being asked to change your identity. That’s a heavy lift for anyone.
Humans are tribal animals.
James Clear (Atomic Habits) wrote, “Humans are herd animals. We want to fit in, to bond with others, and to earn the respect and approval of our peers.” Are the beliefs, methods, and philosophies that coaches possess the result of an effort to fit in with those around them (the tribe)? If that is true, changing your beliefs to be contrary to the tribe’s beliefs will mandate moving away from the tribe. Author Kevin Simler put it well when he wrote, “If a brain anticipates that it will be rewarded for adopting a particular belief, it’s perfectly happy to do so, and doesn’t much care where the reward comes from — whether it’s pragmatic (better outcomes resulting from better decisions), social (better treatment from one’s peers), or some mix of the two.” You frequently see this in action, as we tend to associate with colleagues who share similar attitudes, lifestyles, or coaching methods.
Cognitive dissonance is a “speed bump” to change.
“Cognitive dissonance is the psychological discomfort we experience when we hold two or more conflicting beliefs, attitudes, or values. We often change, justify, or ignore the conflicting information to resolve this tension.” When faced with information that conflicts with our current beliefs, it is not unusual to discount the new information to relieve the stress of the incoming new data or information. Whether consciously or subconsciously, a successful coach might adopt the attitude of “Whatever I’m doing seems to be working, so why should I change?” This approach will justify ignoring new information that might be valuable but outside the current comfort zone.
Confirmation Bias
Attached to cognitive dissonance is the phenomenon of confirmation bias. Confirmation bias is a cognitive tendency to favor information that supports existing beliefs. A biased interpretation of available information occurs when coaches interpret information in a manner that aligns with their preconceived notions. This bias causes coaches to weigh evidence that supports their beliefs while downplaying information that does not align with them.
One’s ego can prevent change.
We all know coaches who believe they are the smartest, most innovative, or most informed. This pretense of knowledge is dangerous because it prevents us from assimilating new information and halts improvement. Without question, coaches need a strong ego to handle the various challenges of the job. However, an ego that prevents learning impedes growth.
The Lack of Curiosity
Many coaches spend a significant amount of their energy defending and implementing their coaching beliefs. As a result, they lack the time to be curious about the possibility of a better or more efficient path. Adam Reiss, a professor at Johns Hopkins and Nobel Prize-winning physicist, put this into perspective when he said, “Curiosity is the antithesis, unfortunately, of what many people in the world suffer from today, which is a kind of extreme ideology, where one says, “I know everything already, and I’m going to beat other people over the head until they know it too.”
When is Good, Good Enough
A percentage of coaches (and players) are satisfied with their current situation and lack the motivation to seek improvement. When someone doesn’t want to learn and improve, there isn’t much you can do.
How Can We Do a Better Job of Accepting New Ideas?
The Prerequisites- Be Curious and Embrace Failure
Without curiosity, you’ll never be motivated to try anything new. Your comfort zone is the size of a thimble, and you fear venturing into the unknown. If you are afraid to fail, you will never try anything new because it may not work. Fear of failure causes us to stop and start endlessly, resulting in an uneven path that leads us back to our comfort zone. We encourage players to be bold with their on-court decisions and playing styles and not to worry about mistakes. Yet, as coaches, we venture into uncharted methodology with trepidation.
“The illiterate of our times will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” ~Alvin Toffler, author of Future Shock
The Value of “Tiny Experiments”
The first prerequisite for continued growth is the personal motivation to learn new things and perhaps rework your philosophy or methods. In her recent book, Tiny Experiments, author Anne-Laure Le Cunff encouraged the implementation of tiny experiments to test new ideas or put thoughts into action. When you attend a clinic, use the information as a springboard for your personal “tiny experiment.” Try something new in your practice sessions and note the results. Attending a clinic and writing down drills to run in your practice isn’t growing as a coach; it’s just copying someone else’s work. Take a concept, tweak it to meet your needs or the needs of your players, take the time to study why this activity might or might not work, and initiate a 30-day trial. Take the time to pat yourself on the back for your efforts!
“We need to understand why so many of us see time through the lens of productivity instead of that of curiosity.” ~Anne-Laure Le Cunff
Soliciting Feedback
If you’re genuinely interested in moving forward as a coach, solicit feedback, especially harsh feedback. I recall having lunch with Hall of Fame coach Carl McGown, who evaluated my practice session succinctly with a few words: “You just wasted two and a half hours.” Yes, that was unpleasant, but I was the one who sought Carl’s input. Seek out those willing to tell you the truth rather than tell you how great you are. This ties into coaching without fear. You won’t ask the question if you’re afraid of what a Carl McGown might say. Take the feedback and think deeply about how, or whether, to incorporate the contrary thoughts into your routine. Perhaps do a “tiny experiment.”
Take Time to Reflect
I didn’t realize the importance of spending time just thinking during my career. Scientists call this process “metacognition,” an upscale term meaning “thinking about thinking.” When you come up with an idea, a teaching method, a game plan, etc., spend equal time posing questions as to why it won’t work. A 360-degree evaluation of your methods or plans will foster new ideas and help you avoid the coaching landmines that lurk everywhere.
Seek out the Contrarian
Most coaches want their staff to consist of assistant coaches with similar perspectives. In the excellent book Team of Rivals, author Doris Kearns Goodwin details how, after being elected president, Abraham Lincoln meticulously selected members of his cabinet who offered alternative viewpoints on a myriad of issues. Of course, as a coach, you need a staff of compatible personalities and goals, but having a staff that offers different perspectives will facilitate creative thought.
I was fortunate to coach the USA U-18 Girls National Team for ten years. I traveled the world and watched great coaches in training and competition. I was exposed to methods I wanted to put into my coaching toolkit, along with some I would take a hard pass on. Although you may not be able to travel the world, you can certainly cross state lines to watch coaches that you find interesting. There are things we can do to move forward as individuals and as a profession. I encourage coaches to continually pursue minor improvements in their game, which will provide players with the best opportunity for a positive and challenging experience.
Resources
Brian Keating – Into the Impossible
James Clear – Atomic Habits
Bay Area CBT Center – Link
The Decision Lab – Link
