The Role of Change in Athletes’ Careers: A Scheme of Change for Sport Psychology Practice

Abstract

Throughout their careers, athletes may encounter various changes that interfere with their existing “athletic status quo.” During these transitional periods, change can occur in diverse levels of the athletic experience. In this paper we introduce a “scheme of change for sport psychology practice” (SCSPP) to describe typical characteristics of athletes’ change-events and processes. The SCSPP focuses on: (a) the stages that unfold as athletes encounter and address changes in their careers, and (b) the psychological-therapeutic process that might facilitate an effective personal change. The process of change is evaluated in terms of its meaning and significance for athletes, the associated decisions athletes make, and fluctuations in cognition and affect. In addition, we describe a therapeutic framework that includes a number of processes of change as interventions, which may facilitate consultants’ attempts to guide athletes who experience change-events, and factors that moderate these attempts. Avenues for research and practical implications are also provided.

A lifespan perspective on the dual career of elite male athletes

“…Nearly seventy eight per cent of transitions were normative in nature (e.g., scores, selections, entry in a training centre, success in academic examination) and is comparable to other studies (e.g., Samuel & Tenenbaum, 2011). A majority (85%) of these normative transitions was perceived as positive transitions as they were negotiated effectively without any particular assistance (Sinclair & Orlick, 1993).…”

“…Although the occurrence of injuries may be seen as a transition generally faced by athletes (e.g., Samuel & Tenenbaum, 2011), it is important to note that their occurrence in this study was reported to be related to (a) dedicating more time to non-athletic aspects of their life (e.g., family, education, new activities) and (b) doubling efforts during the rehabilitation phase for recovering to their best level. All athletes experienced during the course of their career, generally time during the elite stage, at least once an 'invalidating' injury.…”

“…Furthermore, within these transitions a distinction could be made between normative transitions that are predictable and that can be anticipated (e.g., transition from junior to senior, sport career retirement) and non normative transitions which are involuntary and result from unplanned important events that take place in an individual's life (e.g., injury, unexpected failure to participate in a major competition) . For example, Samuel and Tenenbaum (2011) found that most transitions from the route of elite performers were normative and that most significant events within the career were transitions to a higher level, achieving a major accomplishment, or even severe injuries. Whereas the sport career can thus be described in terms of (a mix of) normative and non normative transitions, most studies actually looked into one specific transition (e.g., the junioresenior transition, the sport career retirement) with only a few examining the whole sport career from the initiation stage to the discontinuation stage (e.g., Debois, Ledon, Argiolas, & Rosnet, 2012;Wylleman & Reints, 2010).…”

Factors impacting carded athlete's readiness for dual careers

“…An athlete's career is typically represented by a succession of stages, which reflect the individual's development over time (Samuel & Tenenbaum, 2011). These stages indicate periods of adjustment and are thought to be common, regardless of the athlete's sport, nationality, experience or gender (Cote, 1999;Erpic, Wylleman, & Zupancic, 2004).…”

Culture Change in Elite Sport Performance Teams: Examining and Advancing Effectiveness in the New Era

“…Acknowledging the time that elite teams spend off the pitch and practice area (e.g., meetings, travelling to matches, sponsorship and media activities), and therefore the volume of opportunity for conflicting agendas to operate, identifying which individuals assume/are susceptible to such roles (and all other informal roles: cf., Cope et al, 2011) is critical. Significantly, at a time when anxiety will be elevated due to individual-and group-level uncertainty (Samuel & Tenenbaum, 2011) but yet success instantaneously expected by the Board (League Managers Association, 2010), this analysis will need to be highly efficient. Indeed, ensuring that the new vision, systems and practices are delivered from an informed, trusted and respected position is pivotal if any resistance is to be circumvented; particularly when performers and diverse support staffing enjoyed rewarding relationships with the previous incumbent (Ritter & Lord, 2007).…”