Sunday, September 27, 2015
Organizations
One rather successful team I have been apart of was my high school track team. Our coach was very successful historically so that led to all of us believing in the program and fully committing to his methods. Similarly like in the book, each individual is only asked to do what it is capable of, and not the impossible. According to page 102 of the book, the Hurwicz criterion "holds that one system operates with less communication than another if the first broadcasts fewer additional variables." This was resembled on our team as we were informationally efficient through our coach and team captains. On page 108 the book speaks about how some design activities are complementary, meaning profitable for the organization. This is what really led to my track team being successful. Our coach had a schedule of activities for the whole season planned months in advance, leading us to participate in activities that were mutually complementary. For example, we would only practice hard twice a week and never before the day before a meet, giving our legs plenty of time to heal. Complementaries also lead to a predictable relationship and we believed we were the best. Our coach was also able to coordinate relative to unexpected conditions such as rain delay or a meet getting cancelled. Our coach had the same goal as us and that was to do everything in his power to get us to move towards the same direction, and that is to be as successful as we possibly can be.
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I wonder how much a track team is a team in the sense of joint production. In a relay race, there is clearly a team as the outcome depends on each member's contribution. In a straight raise, does the performance of one runner depend at all in what the other members of the track team do? Perhaps this matters in practice and maybe it matters in longer races when there are at least two runners from the same track team in the race. If that is true, I wish you'd have expanded on how that happens.
ReplyDeleteIn regards to joint production, a very large part of track and field is mental. With that being said, energy is reciprocated among teammates and when someone becomes successful who was not expected to do well the rest of the team feeds off that. Similarly with relays if you are the anchor on a relay there are two possibilities; either you're previous three runners have built you a sustainable lead in which they trust you will protect, or they were beaten and are relying on you as a leader and fastest runner to save the team. Either way joint production is at work as each athlete depends on another in some way shape or form. As far as text input, I will most certainly keep that in mind in the following posts.
DeleteThis post was rather skimpy in terms of text input. The requirement is 600 words minimum. Please meet or exceed that requirement in future posts.
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