Monthly Archive for April, 2022

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Review: Il controllo del pallone

Il controllo del pallone 

I cattolici, i comunisti e il calcio in Italia (1943-anni settanta)

Fabien Archambault

Le Monnier, 2022, p. 420, euro 29

This book delves into the role of soccer in the Italian political struggle from the post-war period to the 1970s, and also highlights the role of Uisp in that historical phase. One of the hypotheses it proposes is that the link between the football sphere and the political sphere is at the origin of the rise of soccer in Italian mass culture, in place of cycling. In fact, the history of this sport clarifies the strategies of political framing, social rootedness and consensus building carried out by the Church, the Christian Democrats and the Communist Party, from the fall of Fascism until the end of the 1970s. In fact, soccer represented one of the significant dimensions of the clash between Catholics on one side and the Communist and Socialist left on the other. Both political alignments used the forms of associative sociality tied to the soccer movement to promote their own projects.

Sergio Giuntini, sports historian, appreciated the book, in particular for its contribution to critical reflection on the evolution of the sports phenomenon in Italy. We propose his review of the text.

“On the Uisp history, and in particular on its genetic phases and on the years between the 60s and 70s of the so-called ” alternative” turning point, there is a reasonable literature. To enrich it, we would like to mention the recent, excellent work “Il controllo del pallone. I cattolici, i comunisti e il calcio in Italia (1943-anni Settanta)” by Frenchman Fabien Archambault, associate professor of Contemporary History at the University of Paris 1 Panthéon-Sorbonne. The basic thesis put forward by Archambault in his book is as follows: the development of Italian soccer, in the second post-war period, when it progressively became the most popular sport in the country to the detriment of cycling, depended on its rather close ties with the political sphere. On the one hand, it was used by the Church, the Christian Democrats, Luigi Gedda’s Italian Sports Center, and on the other by the Italian Communist Party, Enrico Berlinguer’s Youth Front, and Uisp, for their own strategies of social settlement and political framing of the masses aimed at gaining consensus.

From this point of view, the clash between these two fronts regarding football, and it is not by chance that the essay opens with a tasty football brawl between Don Camillo and Peppone taken from the works of Giovanni Guareschi, was very hard, with no holds barred, initially prevailing over the Catholic-moderate one perched around the widespread network of oratories and parishes. However, Uisp tried to react to this hegemony of “oratorical soccer”, and Archambault’s book offers some emblematic examples, especially in the second chapter: “Popular Football” (pp. 71-118). That is to say, in that difficult post-war season marked by the epochal defeat of April 18, 1948, the Union strove to outline its own specific football ideology and, within such an elaboration, to establish a problematic relationship between amateur and professional soccer. Nevertheless, Archambault’s text offers an enlightening overview of the many political and administrative sabotages suffered by the Uisp in that period: from police reports to the prefectures, which portrayed it as a “secret” organization with insurrectional intentions, to the failed and instrumental concession of the facilities, which were instead granted to parishes and sections of the CSI. One of the reasons why, at that time, the Uisp was forced to focus more on cycling, a sport that does not need playing fields, than on soccer.

This climate of frontal clash will be attenuated with the 60′s, even though they were politically very hot, reaching a greater mutual legitimacy by the two sides. And for this reason, it is necessary to call into question the greater ability of the Uisp, compared to Catholic sports, to understand the profound transformations that were affecting Italian sports and society. In conclusion, this is a book of great importance, supported by an impressive amount of archival documents, that gives a fundamental contribution to the critical reflection on the evolution of the sports phenomenon in Italy and on the internal history of the Uisp”.

Knowing the sport characteristics is essential

To work on a specific sport to improve the performance of athletes, it is necessary, as a first step, to identify its main elements. By way of example, the characteristics of two disciplines that, even though they are very different from each other, require a high level of psychological commitment are shown: Olympic sailing and the Olympic trap in clay shooting.

The characteristics of the Olympic sailing classes

  1. Open skill sport in which performance is influenced by changes in the external environment.
  2. Requires control and guidance of a boat and the body is a means of regulating the action of forces external to it
  3. Performance is carried out under varying environmental conditions in which wind, sea current, wave and other weather factors can change widely and suddenly.
  4. The performance takes place over a period of several days with two races per day as per the rules of Olympic racing;
  5. It involves considerable tactical skill and quick decision-making.
  6. The performance over the course of a day is about five hours between preparation, approach to the race course, race, break between the two tests and return to land.
  7. For some Olympic classes, which are not individual, it requires a strong understanding with the partner.
  8. It involves a view of opponents limited by several factors: environmental, posture on the medium, different routes to go to finish line.

Distinguishing features of the Olympic trap specialty in shooting

  1. Closed skill sport in relation to the uniformity of the technical gesture, but which also requires a considerable ability of the athlete to adapt to changes, even sudden (wind gusts and changes of light), of the environmental conditions.
  2. After the shooter has fired, about 45 seconds pass before it is his turn again.
  3. This condition is repeated throughout the entire series of 25 plates and, with six shooters on the platform, has a total duration of about 25 minutes.
  4. The shooter has his rifle cocked, two shots at his disposal and the time of exit of the clay pigeon is certain and immediate.
  5. There is uncertainty in determining the direction of the clay pigeon (trajectory, angle and height).
  6. Weather conditions can affect the performance.
  7. The competition takes place over two days (three rounds on the first day and two rounds on the second day, plus a possible final).
  8. Between one series and another, at least one hour elapses during which the shooter must: in the first part recover physical and psychological energy and in the second part reactivate himself in order to enter the platform in the best condition.

The knowledge of the characteristics of the sport in which you operate is of primary importance, as it allows to understand what are the psychological implications and attentional demands related to that type of performance. For example, the identification of the characteristics of shooting in trap shows how the shooters must be able to manage the unpredictability of the exit of the clay pigeon, while maintaining the fluidity and precision of the technical gesture. In addition, the shooters must be calm enough to handle the 50-second pauses with confidence, but once the rifle is cocked and the clay pigeon is called, they must be equally ready and responsive to execute their action. The greater is the ability to alternate from one psychological condition to another, the greater the likelihood of performing at the top. For the shooters, it becomes necessary to reduce/eliminate any type of negative and self-evaluating thought, and increase any form of positive action that puts them in a position to express at the best.

In sailing, on the other hand, it is clear that the athletes is required to perform a task that not only requires a high level of mental commitment, since the choice of the type of action to be performed and how to perform it is decisive, but also takes place in an environment subject to strong variations due to the interaction between the boat and the natural elements. Moreover, it requires an accurate athletic preparation and the development of a high degree of tolerance to physical and mental fatigue, in a context that requires quick forecasts and immediate choices. A characteristic of concentration in sailing is that it must be constantly directed towards the external environment. The sailors must know how to correctly anticipate events by moving in a coordinated manner to the ever-changing situations, in fact, even the smallest error in assessing the wind, rather than an inadequate adjustment of the sails or a lack of synchronism in the movements can cause the loss of precious seconds.

Be focused

Coach’ skills to build a strategy

In these days there is a lot of talk about the different conception of soccer that Simeone and Guardiola have, and there is even talk of a comparison between a prehistoric soccer and a new soccer. The strategy and tactics are one of the main centers of interest of a coach and for decades we continue to talk about it when we remember the total Dutch soccer, the English one of the past “long ball and pedal” and the Italian “catenaccio”. Everyone has their own idea, but to understand the choices of a coach towards a particular type of game it is helpful to know what is meant by strategy and in this regard I report the thought of Henry Mintzberg (1989) one of the leading scholars of business science.

“The elaboration of a strategy is a fascinating operation, which is not limited to fixing the simple coordinates of what is normally called programming. …I formed a working team on the subject in ’71 …at the time when our research was about to be concluded my wife was modeling ceramic objects in the basement of her house and it was during one of her presentations at a retrospective exhibition of her production that I realized that everything she said corresponded to what had already been stated by experts in business strategy. So I decided to create the metaphor by analogy and to indicate the difficulties encountered in developing the strategy of a dynamic enterprise:

  • Leading managers are often forced to act in an atmosphere of calculated chaos to devise their strategies, a complex and necessarily collective operation.
  • Strategies are both plans for the future and operational models drawn from the past.
  • Strategies are not always the result of calculation. Sometimes they are – to varying degrees – spontaneous.
  • Successful strategies follow incredibly strange paths.
  • Managing a strategy means elaborating theory and practice, knowing the art of controlling and learning, knowing how to reconcile stability and change.

In the popular legends of the Middle East it is told about a man called Nasrudin who, one day, was looking for something on the ground. A friend passed by and asked him: “Have you lost something, Nasrudin?” “The key” answered Nasrudin. So his friend knelt down next to him and helped him in his search. After a few minutes he asked him: “Where exactly did you drop the key? “In the house,” Nasrudin replied. “But then, why are you looking for it here?” “Because there is more light here than inside the house.” … Breed leader managers are undoubtedly those in whose minds the positive properties of the right cerebral hemisphere (impression, intuition and synthesis) are harmoniously combined with those of the left cerebral hemisphere (lucidity, logic, analysis). But the science of business leadership will make little headway if managers and researchers continue, like Nasrudin, to search for the key to success in the light of systematic analysis. Too many questions will remain unanswered in the darkness of intuition.”

The sandwich rule

When you want to be critical of someone or want them to change certain attitudes or inaccuracies follow the sandwich rule!

Begin each interaction with a group or individual as follows:ù

  1. highlight some positive elements of their recent performance,
  2. continue by expressing directly what is not going well and why,
  3. explain what you expect them to do differently,
  4. give each person responsibility that is specific and not general,
  5. states that you will hold them totally accountable for the tasks given to them,
  6. strongly emphasize that you expect this change to happen immediately,
  7. conclude by acknowledging some other positive aspect that you have noticed.

In summary: a critique between two positives things is best digested, but remember that the sandwich will need to be adequately filled!

 

Are you passionate?

We often use words without stopping to understand their value. This is the case when we talk about passion. What do we mean when we say that we are passionate about something, that amateurs (nowadays more frequently called masters), for example, are passionate about swimming, running or cycling. That is, that I do the work I’ve always wanted to do.

Passion consists of a particularly strong motivation towards a well-defined activity, it is very useful to understand what drives to training, study or work. A survey conducted in 2019 had highlighted that 55% of Italians are satisfied with their work. satisfaction is at a lower level than passion although positive and determined by experiences evaluated as rewarding.

Passion emerges in those jobs that involve a certain degree of creativity and are perceived by those who perform them as more exciting, since they require autonomy, decision-making skills and divergent reasoning. Those who consider it necessary to introduce innovative factors into their professional experiences, as opposed to those who make more conservative choices, are certainly among those who perform work with passion. Athletes who have succeeded in turning their passion for their sport into a job fall into this category. Outside the work context, those who are engaged in activities driven by the pleasure they provide, from which they derive no gain or material recognition, are individuals turned to cultivating a passion.

Like any psychological dimension, passion can be interpreted in a constructive and pleasant way and in another more negative way, in this case we can talk about:

Harmonious passion, it is based on autonomous motives. pleasure and the feeling of mastery.
Obsessive passion, consists in feeling obliged or compensate for other aspects of the personality. Reduces concentration. Obstructs self-regulation.

How do you personally live the fatigue?

The topic you find presented in this slide is one that you do not have direct experience with is very difficult to teach athletes: fatigue, toughness and resilience.

How did you prepare to become a sport psychologist

I want to talk about an important and often underestimated topic in sport psychology: supervision. I state that this activity is now required and defined by the main international organizations of sport psychology including the world association, International Society of Sport Psychology (ISSP) and the European Society of Sport Psychology (Fepsac).

However, I often receive letters from psychologists who would like to do the internship with me and, as they often literally write, “see how I work”. This is not possible for me because of the type of organization of my work. However, through the Master of Sport Psychology and the activity of the Academy of Integrated Football I follow psychologists for the internship. On the contrary, I have never had a sports psychologist ask me to supervise their work. I leave to you the explanation, perhaps due to the fact that the internship is free while the supervision has a cost for the psychologist; the work is poorly paid so you would lose the gain; the work is simple and therefore even a novice can handle it effectively; the area of sport psychology is still only one of the areas in which they work and therefore there is little interest in implementing the specific skills; however, it is believed that once qualified to carry out this profession you have already invested enough so the supervision is unnecessary.

Everyone gives their own explanation and I want to give you mine.

Personally, when I met Ferruccio Antonelli in 1981, he gave me the task of translating the abstracts of the International J. of Sport Psychology from English into Italian and then corrected them, pointing out where the translation did not make sense in our language. I understood that what mattered was to make myself understood as a reader. Then he gave me books to read. Through him I never saw an athlete, but I read a lot and after a year I knew who the main authors were at the international level on the main topics of sport psychology. At the same time, in 1981, I met Carmelo Pittera, coach of the men’s national volleyball team and a great man of culture and open-mindedness. And even in this experience that lasted 7 years, we spent time studying motor anticipation, how to train it, how to transfer this knowledge to the children of minivolley. This approach allowed the production of 4 books on motor education (still valid today), a book on the psychology of volleyball referees (never repeated in any other team sport), my book on Mental Training and research published in international journals.

This is to say that at the base of success there is specific knowledge, otherwise we will be like that doctor who improvises orthopedics or cardiology. In the meantime, during those years I did two schools of psychotherapy for a total of 6 years. Today, my approach remains the same. In 1998 I published with Il Mulino the manual “Sport Psychology” and in 2021 a totally new and updated edition entitled “Fundamentals of Sport Psychology” came out.

So how did you prepare for this profession?

Top athletes’ psychological skills

The pursuit of excellence has brought many athletes closer to sports psychology. Driven by the desire to enhance not only the physical, but also the mental, several professionals have turned to this type of support to increase the likelihood of delivering exceptional performance.

In the last 20 years, mental training has become part of the preparation carried out to compete in major competitions, such as the World Championships and the Olympics. In the 60′s it was thought that the secret to winning medals was the mastery of the best technique but it was discovered that alone was not enough and that if the results were not coming it was because you were not physically prepared.

So in the 70′s physiologists came to the fore: they analyzed the physical demands of sports and provided programs to make the athletic condition more adequate. Despite this type of preparation many athletes with excellent physiques, athletic condition and technique continued to fail. This also determined a characterization of the sport activity in professional terms, a full-time preparation at the highest levels of technical and physical preparation and the result was a greater homogeneity of performance.

In the 80′s experts began to think that human psychology could play a central role in promoting success, what the Americans called the mental advantage. Today we know that with equal technical ability and athletic preparation, the difference is in the head-that is, 80% of success is mental. There is a positive circular relationship whereby an optimal mental condition allows for the best performance and the success achieved develops a positive mental approach to performance.

The main skills used by top level athletes can be summarized as follows:

  • Ability to manage competitive stress through self-regulation of activation and emotional levels.
  • High level of self-confidence and, in particular, perceive themselves as being able to cope with the most intense competitive situations.
  • Ability to set short and long-term goals that are challenging and attainable.
  • Ability to focus only on those things essential to performance.
  • Ability to refocus quickly after a negative phase or mistake.
  • Perceive oneself as determined and committed to achieving goals.
  • Having a positive dialogue with oneself, being accustomed to leading oneself in an affirmative manner (telling oneself exactly what needs to be done, never thinking about what doesn’t need to be done).
  • Taking care of your mental and physical well-being.

Juan Jesus is the new Napoli leader

A team needs leaders on the field, but if the only leader is the coach, it cannot become a winning team. It is therefore possible that Juan Jesus‘ post-match declarations, which make him more and more of a leader, are an expression of this process of change, not only his own but also that of Napoli.

The team is fighting to win the Scudetto and Spalletti‘s words confirm the need to have leaders on the pitch: “We have to look our opponents in the eye, the players have understood and perceived this, they are all there determined to play the next game… something has changed in terms of attitude, we have realized that we have to do what we are good at. In the moment of difficulty you suffer, you adapt, then you pick up what is your conviction, what is your quality.” Juan Jesus responded to this request.

The change has been stimulated and favored by the stakes but finds its foundation in the passion that fuels the desire to win. Assuming responsibility requires courage to face problems; it doesn’t mean never making mistakes, but knowing how to get right back up. This is a crucial step found in every culture. If a North-American says that it doesn’t matter how many times you fall but how quickly you get back up, a Chinese says it in other words: “Fall 7 times, get up 8″. That’s the meaning of the footballer’s words when he said, “Good at fighting back, now we have to play our game!”. It doesn’t matter if you are an immovable starter or if you enter the game in progress, this is the indispensable mentality that holds together the team that struggles to achieve important results.