Understanding the change process: valuing what it is that coaches do

Rynne, Steven and Mallett, Clifford (2010) Understanding the change process: valuing what it is that coaches do. International Journal of Sports Science and Coaching, 5 2: 177-180. doi:10.1260/1747-9541.5.2.177

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Author Rynne, Steven
Mallett, Clifford
Title Understanding the change process: valuing what it is that coaches do
Journal name International Journal of Sports Science and Coaching   Check publisher's open access policy
ISSN 1747-9541
2048-397X
Publication date 2010-06
Sub-type Article (original research)
DOI 10.1260/1747-9541.5.2.177
Open Access Status File (Publisher version)
Volume 5
Issue 2
Start page 177
End page 180
Total pages 4
Editor Simon Jenkins
Place of publication Brentwood, Essex, United Kingdom
Publisher Multi-Science Publishing
Collection year 2011
Language eng
Formatted abstract
INTRODUCTION
The ultimate aim of coach education is to improve coaching practice. Specifically, coach educators, who are responsible in leading change, seek to affirm productive coaching practices and challenge those in which behaviour change is desirable. Sports coaches (and those who are charged with the responsibility of educating coaches) do desire increased certainty and predictability in the pursuit of optimal practice; however, many scholars have underscored the complexity and ‘muddiness’ in pursuing that primary aim [e.g., 1]. Therefore, any attempt to improve our understanding of the change process and subsequently inform appropriate change has merit. As such, Cassidy should be commended for her attempt to stimulate discussion regarding how those wishing to initiate change (where appropriate) might better understand the enablers and barriers to the change process and subsequently consider suitable ways in which to approach that challenging endeavour. The central tenant of Cassidy’s argument is clear: using a rational argument to change practice is limited if consideration is not given to the way coaches learn how to coach. Furthermore, she argues the utility of the notion of ‘knowledgeability’ within Giddens’ (1984) Structuration theory [2] as an explanatory framework. There is plethora of literature on innovation and change and so our commentary considers the explanatory power of using Giddens’ concept of knowledgeablility and its potential contribution to the sports coaching literature. Before progressing to a commentary on the
characterisation of coaching work.
Keyword Coaching
Q-Index Code CX
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Non HERDC
School of Human Movement and Nutrition Sciences Publications
 
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Created: Sun, 01 Aug 2010, 00:06:28 EST