This study was conducted to determine the effectiveness of a values-related model in producing changes in the moral reasoning, sportsmanship perceptions, and behaviors of male junior high school basketball players. The Defining Issues Test (DIT) and the Action-Choice Test for Competitive Sports Situations (ACT) were administered during the first and last weeks of a 9-week basketball season. In addition, behaviors of three players from the experiment (n=10) and control (n=10) groups were systematically observed throughout the season. Analysis of covariance was used to determine the effects of the model on the responses to both the DIT and ACT variables. Results revealed no difference (p>.05) between the groups for either dependent variable. However, comparison of pre- and postseason mean scores from each of the instruments and analysis of the behavior patterns of the players observed suggest that, for the experiment group, a sportsmanlike pattern was emerging.

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Editor's comment Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questionsnot all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questionsnot all the questions possible that big data can address.

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