Integrating sport psychology within a high-performance team: Potential stakeholders, micropolitics, and culture

McCalla, Trey; Fitzpatrick, Sean

doi:10.1080/21520704.2015.1123208

Cited by 32 publications

(31 citation statements)

References 22 publications

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“…There is almost complete consensus in the performance discourses of sport psychology literature that culture is characterised purely by what is shared (e.g., Bailey, Benson & Bruner, 2017;Cruickshank & Collins, 2012, 2013Cruickshank et al, 2013Cruickshank et al, , 2014Cruickshank et al, , 2015Fletcher & Arnold, 2011;Henriksen, 2015;McCalla & Fitzpatrick, 2016). In a study of performance leadership, Fletcher and Arnold referred to culture as 'shared beliefs and expectations' (2012, p.…”

Section: Myth 1: Culture Is Defined and Characterised 'Only' By What mentioning

confidence: 99%

Three team and organisational culture myths and their consequences for sport psychology research and practice

McDougall

Ronkainen

Richardson

et al. 2019

International Review of Sport and Exercise Psychology

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In this article, three prevailing myths about team and organisational culture-an increasingly popular topic in applied sport psychology research and practice-are identified, reviewed and challenged. These are; that culture is characterised only by what is shared; that culture is a variable and therefore something that a particular group has; and that culture change involves moving from the old culture to an entirely new one. We present a challenge to each myth through the introduction of alternative theoretical and empirical material, and discuss the implications for sport psychology research and practice. The intent of this endeavour is to stimulate debate on how to best conceptualise and study culture. More broadly, we aim to encourage sport psychologists to consider team and organisational culture in new and/or varied ways, beyond current conceptualisations of consensus, clarity, integration and as a management tool to facilitate operational excellence and on-field athletic success.

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Section: Myth 1: Culture Is Defined and Characterised 'Only' By What mentioning

confidence: 99%

Three team and organisational culture myths and their consequences for sport psychology research and practice

McDougall

Ronkainen

Richardson

et al. 2019

International Review of Sport and Exercise Psychology

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“…This macro-level also necessitates active engagement in a multitude of working alliances with various organizational stakeholders (e.g., performance directors, coaches, administrators and support staff), who operate across various levels of a high-performance organization Fitzpatrick, 2016;Mellalieu, 2016). Furthermore, while the importance of effective multidisciplinary science and medicine support teams have been acknowledged and sought for some time (see Reid, Stewart, & Thorne, 2004), more recent scholarship proposes ASPs may be best positioned to ensure the continued positive functioning of these multidisciplinary teams, through a knowledge of group dynamics and personnel-related organizational demands (see, Chandler, Eubank, Nesti, Tod, & Cable, 2016).…”

Section: Current Perspectives On Aspmentioning

confidence: 99%

“…McDougall et al, 2015).Eubank and colleagues (2014) suggested satisfactory fulfilment of this wider social provision requires the adoption of roles similar to that of human resources managers and occupational psychologists, in an effort to improve communication, reduce conflict and promote a culturally congruent view of performance excellence. Consequently, ASPs must quickly establish a cultural appreciation of the complex social hierarchies, micropolitical structures and cultural dynamics which exist within various levels of a high performance landscape(McCalla & Fitzpatrick, 2016; McDougall et al, 2015;Mellalieu, 2016;Nesti, 2016).ASP practitioner accounts of engagement in these macro-level processes are, at best, underreported and equivocal. As such, recent practitioner reflections that illuminate various cultural and climatic issues (McDougall et al, 2015) have substantial value.…”

mentioning

confidence: 99%

“It’s psychology Jim, but not as we know it!”: The changing face of applied sport psychology.

Sly¹,

Mellalieu²,

Wagstaff³

2020

Sport, Exercise, and Performance Psychology

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The field of applied sport psychology (ASP) has developed substantially in recent decades, and there exist a multitude of views regarding how contemporary practices can be best defined and conceptualized. In this article, we reflect on these developments and draw from a growing body of literature on professional development in an attempt to provide clarity on the expanding roles and responsibilities of the ASP practitioner. In doing so, we acknowledge the recent diversification of ASP practices, with an emphasis on competencies relating to working with more diverse performance populations (e.g., in business, military, health care, education, and the performing arts), engaging in organizational psychological practices, positive youth development, promoting life skills, and mental health and counseling support provisions. Furthermore, we offer suggestions for the future of ASP education and training, in an effort to contribute to the profession's continued journey toward maturation. This includes discussion surrounding the possible implementation of multisupervisory pathways, extended placement opportunities, and engagement in posttraining practices within specialist performance domains, in an effort to aid the development of more diverse competencies that reflect the multiplicity of current practice.

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“…If practitioners are not able to make their value known, then it is possible that the role of the practitioner will be ignored. Therefore, to work successfully within a high performance team, there is a need to possess an understanding of politics that is focused both on the role and the staff (McCalla & Fitzpatrick, 2016). If the practitioner understands micropolitics, this could avoid conflicts with staff members and coaches.…”

Section: Players' Major Challenges Derived From the Contextmentioning

confidence: 99%

Working in Danish ice hockey: Psychological services derived from the context

Larsen

2017

Journal of Sport Psychology in Action

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This article describes my experiences of working in Danish national junior ice hockey. I will describe the professional philosophy underpinning my services in ice hockey. I will outline the psychological services provided for the Danish junior national team that are derived from the context. In terms of identifying psychological areas of development, I used information from multiple sources, including the coaches, staff, the players and also observations of practice and competition. Three different but connected areas were targeted with the junior national team. Firstly, creating an understanding and acceptance of roles within the team. Secondly, developing effective team communication under pressure. Thirdly, learning the ability to register thoughts, release thoughts and refocus under pressure. I have then made conclusions by reflecting upon the effectiveness of services for the junior national team and the lessons learned from them.

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Integrating sport psychology within a high-performance team: Potential stakeholders, micropolitics, and culture

Cited by 32 publications

References 22 publications

Three team and organisational culture myths and their consequences for sport psychology research and practice

Three team and organisational culture myths and their consequences for sport psychology research and practice

“It’s psychology Jim, but not as we know it!”: The changing face of applied sport psychology.

Working in Danish ice hockey: Psychological services derived from the context

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