The second presentation of Day Two of the NESC Forum was delivered by Gavin Reynolds of the National Sport Information Centre.

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This is a copy of his PowerPoint presentation:

The first session of day was introduced by Anne-Marie Harrison (Victorian Institute of Sport). She welcomed Wilma Shakespear and Michael Scott to their joint presentation providing an international perspective to the Forum.

Wilma Shakespear discussed  her experiences at English Institute of Sport (EIS) and her global observations about high performance environments. She described her early experiences in arriving in England in 2001 and noted the transformation of the high performance sports system over the following eight years. Two key features of the change in this time were the merging of EIS in UK Sport and the  allocation of funds to successful programs.

Wilma observed that as the system changed the focus of the system changed. The system became creative and innovative. It was targeted at sports who were close to medal performance. There was broad spectrum engagement. Development programs were part of this change.

Wilma pointed to the emergence of a Performance Directors’ Forum within UK Sport. This forum enabled exchanges at a time when the system was developing. She noted too the annual conference hosted by UK Sport as a much anticipated event that everyone wanted to attend.

In her overview of global developments, Wilma compared the Olympic Gold Medal table for USA and Germany 1988-2008. She noted the structural issues Germany faced and the internal focus that emerged post re-unification. Wilma emphasised the global forces at play in high performance sport and urged delegates to respect and recognise the knowledge available within and outside Australia.

Wilma concluded her talk with the characteristics of an outstanding high performance system:

• The Australian daily training environment
• The Japanese planning approach
• The French integration of education
• UK funding, research and innovation
• The German club structure
• Canadian approaches to high performance independence

Michael Scott

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Michael’s presentation to the Forum was specific to swimming. As background information, Michael noted that Great Britain won 6 medals in Beijing  (more than last four Olympics combined). In the Rome 2009 World Championships Great Britain won eight medals (placed third on points score, and 27 finalists.)

Michael noted that performance success has clear implications for funding. He reported that UK Sport adopts a no compromise approach to funding success. Michael is accountable for the performance of swimmers and is employed by HP Swimming Ltd, a body independent of Bitish Swimming.

Funding for swimming in the 2005-2009 quadrennium was 20 million pounds (sterling) and for 2009-2013 this rose to 25 million pounds sterling. These funds include:  athlete funding awards, SSSM appointments in Scotalnd, Wales, and the There are 30 staff at present not all full time. There are additional funds for performance lifestyle support too. Further investment is being made in research and innovation. Michael has responsibility all aspects of World Class Performance.

In the UK there are 5 training centres with 14 full-time coaches. These training centres are operated and managed by British Swimming. Michael was very clear that Swimming in the UK controls its own destiny. It is one of a small number of sports that has guaranteed four year funding with additional funding bonuses if 2010 performance goals are met.

Michael noted that the performance plan for Swimming requires identified annual benchmark events  (2010 Commonwealth Games, 2011 World Championships, Shanghai). Athletes are assessed at these events. Success is calibrated in a series of athlete incentive payments: Podium Level A 26,000 pounds sterling, Finalist 19,000 pounds sterling, Top 16 finish 13,000 pounds sterling. Ultimately the strict incentives are designed to deliver performance at the home Olympics.

Michael directs the British Institute of Swimming. It is a hands on role. He has a strategic plan for four years. Each year there are Annual Performance Target KPIs in three Dimensions: athlete, climate, systems. UK Sport undertakes an independent survey of athletes’ perceptions. These KPIs:

• Monitor progress
• Provide evidence of impact
• Inform prioritisation
• Help understand factors most important in the lead up to the Olympics

Michael noted that 42% of Australian medals in Beijing were won by swimmers. He noted too that despite this funding in 2009 was the lowest in the quadrennium. ustralia had a $2m decrease whilst GB had an increase 5 million pounds sterling. Michael indicated that Europe is getting stronger in swimming and drew attention in particular to Germany and Russia. He noted Brazil’s improvement even before the Olympics award.

Michael’s strong concluding point was that Australia must decide on its funding model. He emphasised the importance of accountability and controlling one’s own destiny.

Patrick Hunt introduced Neil Craig, Ken Wallace, Gary Slater, Andrew Matheson as the panel members.

Patrick noted that the theme for the NESC Forum was relationships between coach, practitioner, manager, and athlete. This panel explored these relationships. Patrick worked as the facilitator for this panel.

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Andrew discussed how a diverse group of people worked together in a network for a performance outcome cohered in rowing.

Neil discussed how the system worked in a club culture. It is a culture that is results driven. It is strong on continuing improvement. Athletes deliver the product. The expectation of sports scientists is to fit into the culture. The club has decided to compete in all games. This needs innovation and the willingness to make errors. The expectation is that you must contribute to the health of the team: you must trust each other and work together. It is important to address any issues early. Neil emphasised accountability and responsibility.

Gary discussed his role as practitioner bringing teams together. He noted the dfferent role he played as a consultant.

Ken discussed his role as an athlete. Want to work closely with coach. Trust and communication. A lot of services happen away from me as athlete. Athlete wants everyone on same page and for me to be the best. Example of Beijing Games. Communications system as an example. Ken’s background doing it tough outside the system. Love and passion before HP system. Still discovering opportunities. Top end 1% quest.

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Neil discussed what would change the team dynamic. Losing He is getting better at being no different at all. Adversity is seen as an opportunity, and the voice of responsibility is encouraged. Players want a balanced approach from coach and from each other. Blame is transformed by responsibility. The club has a 24 hour rule about response to performance. After 24 hours next phase starts. Winning is a challenge particularly with a block of success (Geelong, Women’s Hockey) and can be seductive. There needs to be a rigorous, candid approach. AFL performance is very public. This is a whole club ethos and the senior coach’s responsibility. Neil defines and dictates the culture of the club. There are tough conversations to ensure no issues fester.

Andrew discussed his NZ experience and noted the strength of a centralised program. Everyone is in same place. It is easy to facilitate discussions and interactions. Centralisation helps simplify delivery. There are many enablers focused on performance.

Neil asked who controls this relationship? Who appoints? At the club Neil determines employment decisions. What if you are a sports scientist in a system? This led to a wide ranging discussions about sport scientists and coaching.

Andrew discussed chasing the 1% of innovation and missing the 95%: what if we get the right athletes and coaches; develop simple technical models from the first stroke: and the athletes are conditioned and nourished. They will be well prepared athletes. Andrew continued with his discussion of managing a data rich sport. It is very important to have critical wisdom to identify relevant, appropriate data.

Neil discussed managing interactions within a club and the importance to be attached to meetings and touching base. Gary discussed facilitating a network of practitioners. Ken discussed the occasional meetings with service staff and continuous daily work with coach.

Andrew, Ken, Gary and Neil discussed what excited them about their work.

The final session of Day One was introduced by Ken Norris. James Fantasia (Director of Football), Rodney Eade (Head Coach) and Bill Davoren (Head, Physical Conditioning) presented The Team Behind a High Performing Sport: A Case Study.

James Fantasia introduced the talk. He shared a video of  a week behind the scenes with the Bulldogs club in Round 15 week v Collingwood (one point loss 110-111). Channel 7 filmed the week’s preparation. James provided some historical background to the Bulldogs (Founded 1877, entered the VFL in 1925). he noted the development of a Learning Centre at the club (a $30 million faciliity). The club has 20 full-time personnel and 55 part-time staff. There are seven key areas (administration, coaching, physical conditioning, development, medical services, recruiting, football operations and logistics).

James presented an organisational plan but acknowledged that the club is a flat line organisation. He noted the importance of the club’s business values. The Bulldogs are a process driven club keen to preserve intellectual property.  The club uses the Leading Teams approach. Bulldogs have adapted this approach. James discussed role clarity at the club and noted that everyone is clear about their responsibilities.

James concluded his talk with some characteristics of the culture at the club:

• Education priorities
• Attention paid to the recruitment of staff
• Standards on and off the field
• Honest and open communication including peer assessment

Rodney Eade discussed the Coaching Department at the club and explored the environment the club wants to create. There are 45 players and 20 staff. The key functions of the Coaching Department are: game plan; skills; training planning; analysis; game review; match day preparation; season, weekly and daily planning; individual sessions. Rodney discussed four key points:

• Role of the Head Coach
• Motivation
• Openness to knowledge sharing
• Clarity of goals (and process delivers goals)

Rodney noted the commitment to a continuous improvement environment. Creative thinking is encouraged in high challenge environments. Emphasis is placed on an enjoyable daily training environment. He was very clear about the superordinate importance of the team.

Bill Davron discussed his 12 months of learning in AFL. A year ago he jumped at the opportunity to take up his role at the club.He shared his admiration for the game and the players in it. he gave an example of  Preliminary Final intensity. In this game one athlete ran 19.5kms, 7kms of this at high intensity. The player had 350 efforts and 290 maximum accelerations.

Bill underscored the demand to make hard decisions quickly in AFL and used his own experience of modulating training for 45 players’ loads. What pathway should be developed for each player?  Bill emphasised the importance of links he had developed with Victoria University to develop his approach at the club.

Wes Battams introduced Michael Flynn and Hamish Jeacocke to present on Finding the edge: a case study with Triathlon.

Michael discussed his learning journey through observation and experience and introduced his theme of innovation through survival with this video:

Michael drew attention to the lessons that can be learned from:

• The Australian coat of arms
• A circle the wagons under attack.
• Geese flying in formation

Michael’s vision for the edge is fundamental clarity. Like Peter Keen, he wishes to have goals that are a real test for big dreams. He emphasised the need to plan first, attract the best people, identify passionate loyal colleagues and risk takers.

Michael’s talk was interwoven with data presentations by Hamish Jeacocke. Hamish presented results data from 1997 to the present for all three triathlon disciplines and overall race results. Michael explored the implications of these data for technical and tactical developments in triathlon.

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Allan Hahn introduced Dan Billing as the first presenter in the afternoon session. At present Dan’s work is addressing occupation (trade) specific requirements in the Australian military. His talk was entitled Human Performance in the Military Context.

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Dan discussed the environments in which soldiers perform and considered the implications of physical fatigue in a military context. He noted the importance of adaptability and discussed the monitoring of the potential weakest links in teams.

Dan explained the deployment cycle for military personnel. The cycle involves personal training, task force generation, preparation, deployment, and demounting (reconstitution, recovery and leave). He discussed the recruitment prcesses and the dilemmas posed by the difference between chronological age and training age. He noted the need to identify early those individuals of poor physical condition and how to monitor carefully the exercise dose across 1000 recruits.

In the next part of the talk Dan discussed selection into specialist occupations in the military. He noted the importance of physical robustness, dealing with dislocated expectations and mental resilience. The recruitment process was particularly important in identifying those with an internal locus of control.

Dan discussed the prevention of heat injuries in the field. He noted the use of hand held heat stress monitors. Dan’s group is developing guidelines for heat acclimation. He noted that the incidence of heat stress is linked to the load military personnel carry. These loads can range from 22kgs to 55kgs in some cases.

Dan developed his talk with a discussion of mission rehearsal exercises. He noted the importance attached to the fidelity of rehearsal contexts and the use of equipment to monitor physiological status. He indicated that prognosis and diagnosis are possible with these status measures.

Dan discussed deployment with reference to physical capability and body composition. He noted the different approaches required by missions and emphasised the importance of balanced physical capability.

Dan concluded his talk with a discussion of the development of generic fitness standards for military personnel and the establishment of baseline standards.

Dan concluded his talk with some key challenges:

• The relative proportion of pull (reactive) research compared to fundamental push research.
• Converting research into policy is time consuming
• Posting cycles impact upon planning
• Hierarchical structures

Peter Fricker, Director of the Australian Institute of Sport, welcomed delegates to the 2009 NESC Forum. There are 250 delegates in attendance at the Forum. Peter noted the importance of collaboration in the ethos of the Forum.

Peter invited the new chair of NESC, Steve Lawrence (Western Australia Institute of Sport), to open the Forum. Steve noted the venue for this year’s Forum and its significance in world sport. Steve recognised NESC members and thanked Wes Battams chair of NESC for the last five years.

Steve affirmed that NESC has been a vigorous focus for debate. He noted that NESC supports national success within state based rivalry. This sports system has tensions and NESC has worked for sixteen years to deliver outcomes for Australian sport. Steve emphasised the importance of the daily training environment in NESC’s work: a coach led multidisciplinary approach to enhancing performance. NESC represents a $90 million investment by the Federal Government and State Governments (this is a $20m greater investment than for the Sydney Games). There are 3100 athletes in the system (a 20% decrease from Sydney) and 490 core business staff (a 20% increase). Coaches make up 45% of this increase in staff. Steve confirmed that NESC invests in support for athletes and reported that 75% of all Olympic athletes came out of the NESC system in last two Olympic cycles. Recently, NESC has developed a national collective agreement and national athlete support agreement.

Steve introduced David Martin to the delegates.

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David presented a talk entitled: Imitation is the Best Form of Flattery.

David pondered whether imitation is the first sign of weakness. Is AIS a copy of Russian and GDR systems? Is it an ethical GDR system?

David suggested that we converge on good ideas rather than copying them. He explored some ideas around convergent evolution.

David discussed early scientists at the AIS. He cited the work of Dick Telford, Allan Hahn, Peter Fricker and Louise Burke. He argued that these scientists are great examples of people prepared to put their skills to a real test.

David’s talk paused to acknowledge the 11 o’clock minute of silence. On recommencing the talk, David spoke movingly about Amy Gillett. He discussed the characteristics of a special institute that welcomes athletes and affirms their life choices in sport. David reflected on the Sydney Olympics and the energy that comes with a home Olympic Games.

David concluded his talk with  a proclamation of confidence and used a video of a recent AIS altitude camp to demonstrate this confidence.

Steve Lawrence introduced Graeme Joy. Graeme was the joint leader and navigator of the International North Pole Expedition where he became the first and only Australian to ski to the North Pole..

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In this presentation he discussed his North Pole adventure and explored how to be successful as a team of eight people making it to the North Pole.

The journey to the North Pole started at Cape Columbia. The straight line distance from there to the North Pole is 860kms. The team travelled over 1100kms to get to the Pole as a result of sea ice movement. Temperatures at the start of the expedition were -60 degrees.

Graeme presented some of Jim Collins‘ ideas about sustained performance. These included setting a BHAG (big hairy audacious goal) for the Pole expedition. Graeme cautioned about idea assassins. The more vocal of whom appear to know least and mobilise failure information.

Graeme discussed personality types and team membership. He identified: drivers, amiables, expressives, and analyticals. He pointed out that we are attracted to people with whom we get along but it is difficult to build a team around this attraction. He considered how directed responsiveness and directed assertiveness were components of the team environment. Graeme pointed out that teams needed variety of preferred styles to enable agility in decision making.

The three members of the leadership team were: a driver/driver; an analytical;  and an expressive/driver. Three leaders were chosen to avoid one leader’s burnout over a two month period.  in the team. It was decided also not to change leaders regularly in a democratic way to avoid constant change in the team’s atmosphere. A team of three provides a sustainable style.

Graeme noted that Level 5 leaders: were ambitious for the team; sustained results; committed to whatever it takes; and accept full responsibility. The team that went to the Pole was selected over a seven month period.  The three expedition founders people made the first team choices and thereafter the team was built with ongoing inclusion in decision making.

The remaining five members of the team were: expressive; analytical/driver; analytical; amiable/analytical; analytical/driver. Graeme believes that “we put the right people on our bus”. Team members had the same view of the same expedition.

Graeme provided details of how the team trained for two years to get ready for the expedition. He provided examples of training in rough ice (there were 2500 pressure ridges between the start and end points of the expedition which equated to climbing Everest from sea level) and the need to minimise all weight carried or dragged (including an eight-man tent weighing 1.5 kgs per person load). The team slept out of the tent in training to prepare for damage to the tent in the expedition. Graeme discussed deliberate practice (Anders Ericsson) in this context.

The aim of training was to address the brutal facts of the journey: recognise the real truth; acknowledge a step by step approach; and to confront real. The Ericsson-inspired approach to training meant that the team  spent a great deal of time on ridge ice. They used immediate feedback and continuous improvement. Graeme observed that “rough ice not pleasant but we got through it”. On the ice you can move backwards by going forwards. But can you move forwards too.

Graeme then turned his attention to making mistakes in training. He suggested these mistakes occurred either because the individual does not know enough or conversely you know it so well you do not pay attention to detail. An example of the latter is a frostbite blister one of the team members developed in training.

The whole aim of the preparation was to deliver the ability to work for set hours per day activity and measured rest intervals. During the expedition the team saw 36 sets of bear tracks. Given the polar bear is one of most effective hunting animals the team sought Inyuit advice about how to manage bear attacks. Interestingly, the analyticals in the team researched this part of the team’s needs.  (This was also the case in learning how to ‘read’ the ice.)

The expedition did receive regular deliveries of resources by plane. Ice splitting example. Each plane drop costs $45,000 and therefore required some skilled people at the home base to ensure all materials were packed for each drop. The provisions were resourced, packed and shipped by an analytical type.

Medical tests were conducted throughout the trip. Graeme shared some images of the frostbite dangers in the trip and the need when necessary to have whole body washes with medicated soap.

Graeme gave some examples of what if training that proved valuable particularly for wayfinding with a sextant when GPS systems froze.

Within the expedition there were opportunities to resolve conflict and Graeme gave an example of an Amiable and Driver interaction over nutrition. He noted that during conflict individuals revert to their strongest personal style. Other team members defused this conflict by addressing the team’s agreed goal and then discussed what (if anything) had changed. The problem was resolved by communication.

Graeme then discussed the role courage plays in forging a team. He noted that the team increased its workload to 12 hrs per day for 20 days. This involved moderate risk taking and a chess game with contours and fissures in the ice. The terrain bred a culture of discipline in thought and action. Fissures in the ice require teams to work together to advance on the ice.

The North Pole goal was achieved whilst supporting a team member who had badly frostbitten toes and a frostbitten heel. The a team removed responsibilities from injured team mate. “We reduced the weight he had to carry because we could not tow him!” The injured team mate still has to decide to make it happen. One foot in front of the other for 20 hours. He was not allocated new roles other than the role to get to the Pole. (There were only two moments of doubt on the expedition: these injuries, and the step up from 11 to 12 hours per day.)

Key characteristics of this experience included:

• Accountability and responsibility
• Assessment of  progress
• Seeking the real truth
• Solving disagreements and conflicts immediately
• Understanding differences
• Embrace and nurture winners
• Commitment to making the team great

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I am attending the National Elite Sports Council (NESC)’s Forum in Canberra next week. In addition to the Forum web site there is a Ning site for the Forum. A link to the conference program can be found here.

I have the opportunity to present on Day Two of the Forum and I have been thinking for a while about what to say. After my first draft I started again and late this week had my thoughts focused by Charles Leadbeater’s work. I have posted the draft and the presentation on SlideShare.

This is the presentation I hope to use as the framework for my talk.

I am using more Creative Commons images from Flickr in my presentations. Just searching for the images is transforming how I think. I have been thinking about presentation style too and am fascinated about how I might mash the Night Air, Garrison Keillor’s Radio Program and the Bush Telegraph for this Forum.

I hope to blog during the Forum. I am mindful of a recent post by Graham Attwell in sharing ideas live. Graham observed:

I am all for openness, open education, open discussions, open knowledge and a culture of sharing. Yet as digital identities become ever more important, it is critical that we have the rights and the tools to manage that identity and that social network providers appreciate and support those rights and make it easy for individuals to understand how they can mange both privacy and openness. This is an issue which will not go away.

This is a news item about the Forum.

Her talk at the 24th Chaos Communication Congress noted that:

Contemporary knitters feel very clever for coming up with edgy language to describe their knitting, but the truth is that for decades there have been knitters and other textile artists who are at least as punk rock as today’s needle-wielders. This talk will cover the vibrant history of contemporary knitting, with a focus on projects that will make you say, “Wow, that’s knitted?”

Today at the University of Canberra I had that wow feeling. I came across these examples of the art form.

The anonymity of guerilla knitting is such that I have no idea who installed these pieces. They may be devotees of Knitta. Or perhaps an acolyte of Bronwen Sandland. Perhaps someone from Parramatta. Whoever it was made it an unforgettable day for me … the first time since 2002 I have seen knitting in the wild!

This delight led me to concur with Kristin at Spinhandspun Design who observes that:

By covering construction sites, road signs, and technologies in handmade materials, each piece reminds us that our symbolic environments deserve a second skin: softer, warmer, imperfect, and tattooed with subtle reminders of our humanity. Ideas spread through human interactions…