Disruption can occur at any time during a game or between games. Its meaning is ‘to prevent something, especially a system, process, or event, from continuing as usual or as expected’ – Cambridge English Dictionary.
The greater that teams have inbuilt Resilience, the lesser the negative exposure or impact. If properly designed and embedded, resilience can cope with anything thrown up by the opposition and in fact turn disruption back onto the opposition (the disruptor) as an attacking move.
So what are the steps to achieve adequate Resilience – not just what we initially developed as Perfect Resilience but now guiding Redundant Resilience? Here is the frame:
- Coaching professional development to understand individual <-> team Resilience;
- Transforming ‘team’ thinking and planning from ‘position-based’ to ‘role integration’;
- Player Qualitative ‘performance profiling’ including decision-making capability;
- Recruiting guided by inherent opportunities and vulnerabilities as well as skills;
- Ensuring team capability can deliver the winning ‘Drivers & Connectors’ or X Factor;
- Ensuring cognitive, strategic leaders can ‘walk in front’ when needed (Paton); and
- Teaching players how to respond 360 from a mix of different, situational options.
Resilience capability in sport is increasingly important. Drivers & Connectors have off-field as well as on-field roles. Off-field, contributing to Premiership-ready club Organics™. On-field they are the ‘invisible glue’ which is part of Intensity, Momentum, Transition, Creativity and more. They are part of Intelligence Augmentation (IA) – the ‘other side of the coin’ to stats which count actions in play. Drivers & Connectors are defined in models and can be measured objectively.
In the words of Professor Keith Lyons (‘Keith Lyons Academy of Qualitative Analytics’):
- ‘All data are produced and collected by human and machine observation.
- Quantitative data derive from ‘counting’ events, processing it and interpreting it. Quantitative behaviours include Artificial Intelligence.
- Qualitative data derive from ‘assessing and evaluating’ activity as it happens using
performance intelligence. Qualitative behaviours are guided by Intelligence Augmentation.’
