Transcript Changing Team Culture: The Perspectives of Ten Successful Head Coaches
Changing Team Culture: The Perspectives of Ten Successful Head Coaches
Peter J. Schroeder University of the Pacific
Coaching Environment
Coaches under increasing amounts of pressure to succeed Numerous ways to improve teams Little research on using “team culture” A social and psychological environment that maximizes a team’s ability to achieve success (Martens, 1987)
Organizational Culture
Large body of research on organizational cultures (Martin, 2002; Schein, 2004; Trice & Beyer, 1997) A pattern of shared assumptions that guides behavior in an organization (Schein, 2004) Subconscious Holistically examines artifacts, values and assumptions (Morgan, 2006)
Leading Culture Change (Schein, 2004)
Attention, measurement and control Role modeling and teaching Reactions to crises Resource allocation Hiring, firing, promotions Rewards and punishments
Purpose Statement
1.
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The organizational culture perspective was used to Determine the extent to which rapid team improvement featured a change in team culture Identify the coaching behaviors that changed team cultures
Method
Ten NCAA Division I Head Coaches Met the following criteria Hired to replace an unsuccessful coach Less than 5 years in current position Achieved a championship level Participated in semi-structured interviews Analyzed qualitatively using “theorizing” (Goetz & LeCompte, 1984)
Results & Discussion
Coaches acknowledged the importance of culture Guided a modified change process (Lewin, 1984; Schein, 2004) Unfreezing Cognitive Restructuring Refreezing
Results & Discussion
Focused on cognitive restructuring Established core value sets
Strategic Values Quote
I have a list of six absolutes about the skills of volleyball, and I realized that if I was going to be satisfied with the way we play the game then I had to make sure that my team handled those aspects of the game. So … I set up practices designed around those six things.
(Men’s Volleyball Coach)
Results & Discussion
Focused on cognitive restructuring Established core value sets Taught core values with a variety of tactics
Role Modeling Quote
I think you have to model it for them. If we’re going to be lifting at eight in the morning, if we’re going to have open gym at 6:30, I’m going to be out there. So that’s number one: you’re going to do your part modeling.
(Men’s Basketball Coach M)
Results & Discussion
Focused on cognitive restructuring Established core value sets Taught core values with a variety of tactics Recruited consistent with core values
Recruiting Criteria Quote
I love to see kids fail. I want to see them in losing situations. Because part of building this program is we are going to take some losses, and we are going to have to be really, really tough and strong to turn around and get after the games we need to win. I’m looking for tough-skinned kids that love to play the game.
(Softball Coach W)
Results & Discussion
Focused on cognitive restructuring Established core value sets Taught core values with a variety of tactics Recruited consistent with core values Punished and rewarded consistent with core values
Creative Punishment Quote
We got on the floor and they had to dive —two people at a time-- had to go for the ball. There was a good chance that if we survive it, we were going to dive for more loose balls. Then we drew charges at full speed. You stand there and the whole team runs you over one at a time. We did these things, and all of the sudden our mindset changed, our focus changed.
(Women’s Basketball Coach)
Results & Discussion
Focused on cognitive restructuring Established core value sets Taught core values with a variety of tactics Recruited consistent with core values Punished and rewarded consistent with core values Reflects what Schein (2004) called “turnaround” (p. 314)
Results & Discussion
All actions were done consistent with their coaching environments Institutional culture could aid or inhibit change efforts Resources influenced the manner of culture change Most administrators assisted cultural change ICA environment may have accelerated change
Conclusion
Results highlight the importance of using symbolic elements in leadership Coaching keys All organizational activities must reinforce core values Reinforcement must be consistent Must be carried out with respect to the coaching environment