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Sport Psychology
Sport Management JR School
Awarded by ETA University
Danny Richardson
of South Africa.
This formative task will provide material on the role
Teacher: Deven of psychology in the context of sport and the mental
6/18/2014 factors in attainment of athletic skill and
performance.
 Formative Task 1A & 1B Psychology /Danny Richardson
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TABLE OF CONTENTS

Task 1A

1. Intro ……………………………………………………………….……………………………………... 2

2. Discussion Point 1: Leadership change also changes the approach to work. The coach
changed the team’s view. What did it change from? How did he manage to change the
team’s view? Explain and use examples from the movie ………….……….………..………… 3

3. Discussion Point 2: Mentoring is a vital part of developing talent. To support a new talent
and to develop the talent a support system is needed. How did the new coach support his
team members and what approach did he take? Use examples from the movie
…………………………………………………………………….……………………........................... 5

4. Discussion Point 3: Place yourself in a similar situation. How would you have dealt with
the issues within your team? Explain how you would manage the team, counsel the team
members and encourage the team to perform at their best ………………..…………………… 5

Task 1B

1. Conflict management style questionnaire ………………………………………………………….. 6

Introduction

Sport psychology is an interdisciplinary science that draws on knowledge from many related fields
including biomechanics, physiology, kinesiology and psychology. It involves the study of how
psychological factors affect performance and how participation in sport and exercise affect
psychological and physical factors.

Refer to the movie “We Are Marshall” which a drama film directed by McG. It depicts the aftermath of
the 1970 plane crash that killed 37 football players on the Marshall University Thundering Herd
football team, along with five coaches, two athletic trainers, the athletic director, 25 boosters, and a
crew of five. It also addresses the rebuilding of the program and the healing that the community
undergoes.

More than many other sports-related movies, We are Marshall focuses on psychological and political
issues that affect coaching staff.

In the wake of the tragedy, the President Donald Dedmon leans towards indefinitely suspending the
football program, but he is ultimately persuaded to reconsider by the pleas of the Marshall students
and Huntington residents, and especially the few football players who didn't make the flight, led by
Nate Ruffin.

Dedmon hires a young new head coach Jack Lengyel, who with the help of Red Dawson, the sole
surviving member of the previous coaching staff, manages to rebuild the team in a relatively short
time, despite losing many of their prospects to West Virginia University. Dedmon travels to Kansas
City, where he pleads with the NCAA to waive their rule prohibiting freshmen from playing varsity
football (a rule which had been abolished in 1968 for all sports except for football and basketball, and
would be permanently abolished for those sports in 1972). Dedmon returns victorious.

The new team is composed mostly of the 18 returning players (three varsity, 15 sophomores) and
walk-on athletes from other Marshall sports programs. Due to their lack of experience, the "Young
Thundering Herd" ends up losing its first game, 29-6, to the Morehead State Eagles. The loss weighs
heavily on Dawson and Ruffin, who had been hurt in the first play of the game. The Herd's first post-
crash victory is a heart-stopping 15–13 home win against Xavier University in the first home game of
the season.
 Formative Task 1A & 1B Psychology /Danny Richardson
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Discussion Point 1: Leadership change also changes the approach to work. The coach changed
the team’s view. What did it change from? How did he manage to change the team’s view? Explain
and use examples from the movie.

Marshall's sports teams are known as the Thundering Herd. The school colours are kelly green and
white. Marshall participates in NCAA Division I (FBS for football) as a member of Conference USA.
After the crash of 1970 the university hired a new coach to rebuild the football program.

Rebuilding a team is a long, arduous process. It is tough to measure progress. Every step forward
takes considerable strength and resources. One of the more discrete but amazing lessons in We Are
Marshall is how to come into a team situation as an outsider and how to deal with leadership and
people in difficult circumstances. Jack Lengyel deals tremendously with all the hurting people in the
community and acts as a 'healer' to the people around him.

The Coach Jack Lengyel is a transformational leader. A transformational leader, as we all know, is a
leader that creates changes, promotes openness, inspires, encourages, and motivates his or her
followers to do more than expect. They also motivate their followers to increase their level of self-
confidence and to place the interest of their organization and in this case their team, before their own.
Coach Jack accomplishes this all in his pre-game speech.

The process by which the coach Lengyel influences the group was the most important point to bring
the team to success. The importance of the interaction between the leader, the group and the
situation should always be emphasised. Leadership is the ability to persuade others to pursue defined
objectives enthusiastically. It is the human factor binding a group together and motivating them to
achieve objectives. Most coaches, of any sport, insist, “Winning is everything.” Lengyel comes to see,
“For the first time, it’s not true. Not here. Not here. It doesn’t matter if we win but it’s just that we play
the game. The challenge and question after tragedy is “To quit or to play?” Coaches rebuild morale by
focusing upon the ethical victory. For Marshall’s Young Thundering Herd, to play is to win.

The coach got the confidence of his teammates and players by adopting a humble, honest and
friendly attitude. This has allowed him to stay positive since his arrival in the town and during the
interview with the journalists. Through this interview he has tackle questions such as “Would it be
disrespectful to the families of the deceased to put a new team in this field”. The answer of Lengyel
was that a coach is here to do his job as a coach!

Here is some characteristics of coach Lengyel.

1. Don't let difficult losses stop you before the end of your story.

It doesn't have to be so dramatic but often teams and leaders have difficult losses which can be
crippling and sometimes rightly so they should re-evaluate the situation. But often in minor
circumstances you should push through and unite your team, stand by your leaders and pull
everything that all of you have together to move forwards. The leaders in We Are Marshall exhibit this
leadership characteristic wonderfully.

2. Re-evaluate people’s roles and positions when things change.

We Are Marshall shows that even if you push people to come along on the journey with you as they
did before, it won’t work if they're in a different season of life now due to a change in circumstances.
It's no bad thing to release someone from your team if they no longer fit into what you've created. Be
a releaser of people and know what's happening in the lives of the people you lead.

3. Have unbelievable goals but with realistic expectations.

Having great goals to reach is fantastic as it draws vision to somewhere else which is important for
team growth but if you tell everyone that this is what is expected now and its impossible then it will
give unrealistic expectations. We Are Marshall shows that even though the team wanted to honour
the people who had died with 'wins' this wasn't going to be possible for maybe years. Have a vision
for the future of what you want to achieve but be honest about how long it will take to get there.
 Formative Task 1A & 1B Psychology /Danny Richardson
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Discussion Point 2: Mentoring is a vital part of developing talent. To support a new talent and to
develop the talent a support system is needed. How did the new coach support his team members
and what approach did he take? Use examples from the movie.

Mentoring is an effective and powerful learning opportunity for both mentee and mentor and once we
believe we will form part of a wider coaching development that drive in both immediate and long term
future.

The coach's first role is to create an environment that is conducive to, and challenging for, learning.
They must determine what philosophy each has and what goals are identified. It is critical that the
coach observe the team in action, focusing on the coaching process, group management, experiential
learning by athletes, questioning and listening.

Coach Lengyel inspired his players to honour the memories of those who have gone on before them
understanding that they have a small part in a much bigger picture. He wanted above all to have the
confidence of his players. He used all sorts of tricks to put players at their ease such as; for
remembering the names of the players, he used something he learned in a women's magazine "The
Red Book" which explains how to remember names. Even though he was an outsider he wanted to
show through his actions that he was now in the same boat than them and he has vowed to never let
them down no matter the situation. He began to fulfil his promise by inviting them to his home for
dinner with his family.

With a comical approach he helped players and leaders such as the president Mons Dedmon to
become aware that they were able to change things by their own. He was the kind of individual that
people will think he is crazy but far from it. He brings a mental and physical support to the players, the
framing of the university and to the people of this city. He also did a great job to motivate the team
and everyone who has supported by reminding that their friends who died in this plane have left a
legacy that has been passed on to them and as well as their faith leads the way for them to do great
things NOW!

He was very low-key in his approach to everything. Jack had a deep voice that he didn't raise very
often, but when he did, you'd better listen. He was the perfect guy for the job because he had had a
knack for connecting with people immediately

He has developed a new coaching strategy and to incorporate the “Veer” attack which is a strategy
designed for teams with weak offenses. "The Veer" was remembered by Red when the coaches were
wracking their brains for new strategies to help their mostly-freshman team play better. The veer
technic was developed by a coach in Texas and was being run almost exclusively by West Virginia
University (WVU), Marshall's neighbor and sometime rival in Morgantown. He tested the team
physically and detected the talent of each player so as to bring the best of them for the team.

These are some characteristics that the coach Lengyel used to support the Marshall University Team:

 A sharing attitude and a willingness to discuss ideas and philosophies

 Trustworthiness and loyalty

 Current technical and tactical knowledge of the sport

 The ability to build a relationship with the team and to focus on the coaching process, rather
than the results.

 He has the ability to assist players by providing a positive and challenging environment.

 Good communication skills, including the ability to provide constructive criticism and to listen
and question

 The ability to deal with different personality types.

Discussion Point 3: Place yourself in a similar situation. How would you have dealt with the issues
within your team? Explain how you would manage the team, counsel the team members and
encourage the team to perform at their best

The role of a coach is an interesting and exciting one. It is often suited to people who are happy to
work behind the scenes and can adapt quickly to changing situations. He must communicate regularly
with the players and develop a good working relationship with the team coach.

My role as a coach is very diverse but it does not need to be difficult or over-complicated. A coach is
part of a team that comprises staff such as assistant coach, physiotherapist or trainer. The importance
of interaction between these people cannot be stressed enough. The coach is always in charge of the
team. He may wish to undertake some of the duties outlined in this resource that is his prerogative.

As a participative leader I will take the input of each player into account and encourage them through
participation, contribution in the team development and also will help them to feel more relevant and
committed to the decision-making process.

Mutual consent with the coaching team is the best way to decide who completes what tasks and what
personal preferences and strengths need to be considered. Communication and organisation is the
key to being a good coach. They are skills that can be learned and improved and we must always be
prepared to put the team first and our own interests last.

To counsel a team and motivate each player is the most important process to make a team
successful. In my point of view, I will segregate this process into 11 points:

 First, we must establish policies and procedures that must be followed and adhered to.
 Practice active listening, maintain eye contact and take notes when you are counseling team
members.
 Have self-control in the critical moment and show exemplary behavior and attitude so as to be a
model for the team.
 It may be more effective to go to a quiet room, a coffee shop or in a special place so as to create
an environment that will allow you to counsel them and to remind them why they are here and
what is their goal.
E.g. Coach Lengyel addresses his players’ grumbling and self-doubt at a team meeting. They
gather at the cemetery where a memorial stands for six players whose remains were never
identified. He explains his philosophy, “Play‘til the whistle blows. Lay your heart on the line today.
If you do that you cannot lose.” Coach offers a stirring motivational speech, asking the players,
“How they will be remembered? He challenges them to “Rise from the ashes, grab the glory.” The
funerals end today. Why? The team unites to declare, “We are Marshall!” Game time!
 Take notes - always take detailed notes of the time, date and performance and improvement of
each player. Write down any actions that have been agreed and repeat them back to the team
member to make sure everything discussed is clear.
 Know your human resource policies - also understand there are serious consequences of not
complying with these policies. Protect your team with documented process and policy.
 Be prepared for the appointment - record the details of the meeting in your calendar as a
counseling session, make a note on the staff file, set an agenda for the meeting and circulate it to
the team member in advance of the meeting. Give the team member plenty of notice for the
meeting and eliminate any other distractions.
 Get coaching or training if you need it - seek advice if you are not confident counseling.
 Remind your team members that as a coach you are in the same boat than them and that you will
always be here to help them.
 Use appropriate language, be sensitive to the situation and avoid swearing, blame or
unnecessary descriptions. Be factual and have specific examples of situations you were not
satisfied with. Avoid general statements and stick to the facts.
 Set up strategy and tactics for training session and during games that is adapted to the situation
and level of your team members.
 Formative Task 1A & 1B Psychology /Danny Richardson
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Formative Task 1B

Conflict management style questionnaire

Instruction:
Listed below are 15 statements. Each statement provides a possible strategy for dealing with a
conflict situation.

Give each a numerical value (i.e., 1=Always, 2=Very often, 3=Sometimes. 4= Not very often, 5=
Rarely, if over.) Don’t answer as you think you should, answer as you behave.

2 A I argue my case with peer, colleague and co-workers to demonstrate the merits of the
position I take.
3 B I try to reach compromises through negotiation.
1 C I attempt to meet the experience of others.
I seek to investigate issues with others in order to find solutions that are mutually
4 D
acceptable.
2 E I am firm in resolve when it comes to defending my side of the issue.
4 F I try to avoid being singled out, keeping conflict with others to myself.
2 G I uphold my solution to problems.
1 H I compromised in order to reach solutions.
1 I I trade important information with others so that problems can be solved together.
3 J I avoid discussing my differences with others.
2 K I try to accommodate the wishes of my peers and colleagues.
1 L I seek to bring everyone's concerns out into the open in order to resolve disputes in the
best possible way.
1 M I put forward middles positions in effort to break deadlocks.
2 N I accept the recommendations of colleagues, peers, and co-workers.
5 O I avoid hard feelings by keeping my disagreements with others to myself

Scoring:

The 15 statement you just read are listed below under five categories. Each category contains the
letters of three statements. Record the number you placed next to each statement. Calculate the total
under each category.

Style Total
Competing = Shark a. 2 e.2 g.2 6
Collaborating = Owl d.4 i.1 l.1 6
Avoiding = Tortoise f.4 j.3 o.5 12
Accommodating = Teddy Bear c.1 k.2 n.2 5
Compromising = Fox b.3 h.1 m.1 5

Result: My dominant style is Accommodating Teddy Bear. (My LOWEST score).

My Back-up style is Compromising Fox. (My second LOWEST score).