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Aug 20, - Dr Ceri Evans, whose work informed the All Blacks’ winning attitude in the and Rugby World Cups, gives a guide to getting a boost from stress. There’s no way of knowing definitively if it was Evans’ RED-BLUE model that gave the team their winning edge in the and.
Table of contents
This is not the first time Staw has studied basketball. In previous research, he found that NBA coaches were more apt to use expensive draft picks in games -- regardless of how well they played -- just because they'd paid more for them. Sports, he says, can provide a clear and objective playing field on which to examine behaviors that might not be evident elsewhere. The researchers gathered the information for their study by contacting more than 50 coaches for high-school and college basketball teams in Northern California, asking if they could record their half-time locker room talks.
Sometimes getting agreement took some doing.
One coach dropped out halfway through the study, out of superstition: "The coach complained that every time we taped the game, they lost," Staw said. In the end, Staw and his colleagues were left with speeches for games played by 23 teams.
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They trained coders to rate each halftime talk on the extent that coaches expressed various emotions, ranging from positive pleased, excited, relaxed, inspired to negative disgusted, angry, frustrated, afraid. The results showed two basic effects of coaches' emotional expression at halftime. First, there was a strong and clear relationship between negative half-time speeches and higher scores in the second half. That is, expressing negative emotion at halftime helped teams perform better in the second half. However, at the most intense end of negative expression, the researchers found somewhat of a reversal of the effect.
That is, extremely negative expressions of emotion can impede performance. The researchers also conducted a controlled laboratory experiment, in which they played selected pep talks for participants, and asked them how motivated or unmotivated they felt after hearing them. Again, Staw, DeCelles, and de Goey found that negative speeches could have a motivating effect, but that the effects of such negativity turned downward rather quickly. In other words, the results showed a more traditional bell curve, where motivation dropped off when the coaches became too angry or too negative.
Staw notes that in the psychology of leadership, the trend has been to emphasize the idea of "positive affect" driving people to greater performance. A smaller strand of research, however, has surmised that at least in the short term, negative emotion might actually push people to greater effort. Staw and his colleagues conclude that negative emotion can be underrated as a motivational tool.
By expressing anger or dissatisfaction, a leader signals to followers that their performance is not at the level where it should be, potentially driving them to greater effort. Clear patterns emerged. The contest rules and basic ethics prevent me from citing specific examples. That absence, by my own standards, prevents this post from being a champion. The best work glowed with a laser-like focus on audience concerns, needs, and desires.
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When I read the champion content, I felt convinced that the authors really knew and understood their audiences, so much so that they could pass as colleagues. I applaud the ambition of much of the work that I saw. Production values ran high, and most of the content creators took on topics of organic interest to their audiences. The mediocre work, however, took on too much, spreading itself wide and thin: These pieces tended to say familiar things about familiar issues.
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Champion content favored concentration, digging deeply to uncover fresh and unfamiliar insights or ideas. The former is too broad to stand out; the latter promises something precise enough to attract urgent interest.
At times I could predict, with dismaying accuracy, the substance of a given piece before I even opened it. It was an awful amount of the same-old, same-old: the same-old tips, the same-old recipes, the same-old human interest tearjerkers — even the same-old pop culture references. The champions all had something daring and unexpected about them: unusual inspirations, unconventional analogies, and surprising stories. Facts, figures, concrete examples — these are fundamental pillars for good content. But champions go above and beyond the call of duty.
In the best work, the production team used original photography, not royalty-free stock stuff. They commissioned professional illustrators to create graphs and other supporting visuals. And the writing! The best writers were never breezy, but often funny and always good humored. Forgive me for stating the obvious, but it needs to be said or remembered : If you want to create champion work, you need to work with champion talent. This was perhaps the most encouraging discovery of all: The quality of the work did not directly correspond to the size of the underlying budget.
I saw plenty of big-brand work created by big agencies that had obviously been supported with a phalanx of dollar-and-resource firepower, yet still fizzled.