Why the IPL works

The IPL, and more generally the Twenty20 format, is producing quality cricket. Commentators who liken the IPL to exhibition cricket or the Harlem Globetrotters are being both unfair and blind. They are simply not observing closely enough.

I'm typing this up the night before the 2009 finals. I just watched my team, the Chennai Super Kings, lose to the Bangalore Royal Challengers. Both teams played hard and produced moments that were as good as anything I've seen in tests. Consider:

- Dravid's immaculate straight drive to welcome Jakati into the attack. It was worth watching the game just to see that one shot

- Murali trapping Dravid LBW bowling around the wicket and straightening the ball into the stumps

- Virat Kohli dancing down to the pitch of the ball and lofting Murali over long on for a match-deciding sixer (the shot in the picture above)

- Parthiv Patel anticipating a short ball from Kallis and upper-cutting him over the slips for four

- Vinay Kumar frustrating Dhoni by bowling very full and outside the off at the death (exactly what Dhoni had Zaheer and Ishant do the the Aussies in the Nagpur test)

Despite the cheerleaders, despite the horrible uniforms, this is the real thing: top quality players competing to win.

Of course, nothing can match test cricket for genuinely memorable drama. But I would have no heartburn about Twenty20 entirely replacing the ODI format.

More generally, sport that has been seriously dumbed-down doesn't seem to sell.

An interesting (and heartening) case in point was the failure of an American Football league, the XFL. It was promoted Vince McMohan, the guy behind WWF wrestling. The idea was to compete with the NFL, despite having second rate players, by having more skimpily clad cheerleaders and morphing the rules to create more "action".

The venture was possibly inspired by the belief that "nobody ever went broke by under-estimating the intelligence of the American public". Well, Mr. McMohan didn't go broke, but he did manage to lose $72 million.

Lord of the Rings: The Appendices

This is the Tolkien trip for the real Tolkien fans. I noted before that the movie was good, but left an old-time Tolkien fan like me a touch unsatisfied, like having eaten half a meal. Now, having watched the extensive appendices which come with the DVD box set, even I am sated, chock full of Tolkien fundas to inflict on the innocent bystander. Here is a sampling of the nuggets that made the appendices totally worth watching: - Rohan is modelled on Saxon culture. The motifs on the armour, the design of the helmets, they are meant to look like artefacts from the famous Saxon burial sites at Sutton Hoo. Tolkien was a professor of Anglo-Saxon, the culture which produced Beowulf, and deeply regretted the loss of a “native” English mythology with the coming of the Normans. Rohan was his way of imagining how Saxon culture may have developed if the Battle of Hastings had been won - The tale of Beren and Luthien, of the elven princess who gives up immortality to wed a man, is incidental to Frodo’s quest. But it is probably the most intensely personal element of the Lord of the Rings. Tolkien’s grave refers to himself as John Ronald Reuel Tolkien Beren, and to his wife Edith, buried alongside, as Edith Mary Tolkien Luthien - The original movie script had Arwen fighting alongside Aragorn at Helm’s Deep. Liv Tyler spent months training to use a sword. Several fight sequences with Arwen were filmed. Then, there was a leak, the bloggers found out, and revolted. They accused Liv Tyler of betraying Tolkien because she wanted to play Xena, the Warrior Princess. The online vitriol was so intense that the bloggers won. The elven host finally showed up at Helm’s Deep without Arwen. Liv Tyler was clearly very upset by this, but it was the right outcome. Well done, bloggers - On the shoot, Viggo Mortensen had the hots for the Rohirrim girls. Not for the gorgeous Eowyn. But for the soldiers who rode with Eomer. They’re babes in drag. Apparently, Viggo was really into these lithe, lissom, helmeted ladies, wearing beards and carrying spears. This was gleefully reported by Dominic Monaghan, who plays Merry, and later denied by Viggo - At the party to celebrate victory at Helm’s Deep, Legolas drinks Gimli under the table. That’s what happens in the movie. In real life, Orlando Bloom passes out at the merest whiff of alcohol. In Dominic Monaghan’s words “Orlando is so pure, his breath smells of flowers”. The appendices have enough room to acknowledge, and even enrich, Tolkien’s vast Middle Earth. And they also open up another vast world, the world of Peter Jackson’s film project. Watching the appendices, you’re an insider to one of the biggest films ever made. If you’re the sort of person who has ever dreamt about wearing an elven cloak and canoeing down the Anduin with the fellowship, the appendices are a must watch.

Dissociative Identity Leadership

Companies are like people. Other things being equal, companies which do well believe in themselves. They carry vivid images of victory, they fiercely belive success is their destiny. On the other hand, companies which fret about failure usually succumb to the fielding flu and fail.

Yet, the opposite is also true. My friend Greg Pye, the famous and profound management philosopher, writes here about the importance of staring into the abyss and looking for ways in which things can fail. This is an essential part of planning, both for putting defences (or plan Bs) in the right place and in setting expectations.

Balancing these necessary evils, faith and scepticism, is one of the hardest and most universal problems of leadership. Every healthy organization needs this split personality, or dissociative identity.



The simplest solution is to locate these faculties, and the associated sub-cultures, in different departments. This works fine in organizations of thousands of people, despite the friction between departments. But it is hard to do on a smaller scale, say at a cricket club or on a film crew.

The Six Thinking Hats technique popularized by Edward do Bono is also useful. It involves containing the sceptical imagining of failure within a contained area, called Black Hat thinking, before moving on to creative Green Hat thinking or optimistic Yellow Hat thinking.

My discontent with the Six Thinking Hats is with the assumption that faith - that sense of destiny - is the product of thought. It is not. It is an emotion. It is produced by thought, sure, but also by a whole lot else. I find that the more useful way of balancing faith and scepticism is to remain rooted in the emotional state of faith, even while working through the cognitive process of scepticism.

PS: John Kotter essentially wishes away this problem by labeling the faculty of faith as Leadership and the faculty of scepticism as Management. This is worse than useless, because "leaders" are paid a lot more than "managers". This tilts the playing field away from scepticism, and exagerrates the natural cognitive bias towards optimism.

PPS: The original title for this post was Schizophrenic Leadership. But wikipedia tells me that, despite the etymology, Schizophrenia is not about split personalities. It is about distorted perceptions of reality, typically hallucinations. People with split personalities have a dissolute identity disorder.

Another characteristic of great leaders... learning all the time :)

Fielding Flu

The swine flu, that terrible, dangerous contagion, resulted in my trip to a “summit” in the US being called off. Hence, I could veg out in front of the TV yesterday evening and watch the spread of an even more terrible, dangerous contagion: the fielding flu.

Chennai Super Kings managed to drop four easy catches, and fluff a run-out in a manner that would have embarrassed swine-herds, and yet beat the Deccan Chargers. Kolkata Knight Riders had a similar epidemic today (though with a less happy match-result).

The interesting thing about these drops is that they are not random. If the last few chances that went to hand were dropped, the likelihood that the next chance will be dropped is significantly higher*. Fielding flu spreads through exactly the same mechanism described in my previous post: fielders carry a mental image of a colleague grassing the ball, and the subconscious brings that image into reality.

Paradoxically, a strong team ethos may actually make teams more vulnerable* to this contagion. Players who sincerely identify with each other may carry a more vivid mental image of a friend dropping a catch.
__________



*this is a testable statistical proposition and a wonderful opportunity for ambitious young cricket statisticians looking to emulate the great Bill James

Dangerous Safety Signs

Bikers on twisty mountain roads should carry mental images of stability and control. They should not carry mental images of spectacular crashes. These images make the rider more likely to crash the bike, yet these are exactly the images that the road sign above is trying to evoke.

This is a simple truth that sports coaches know. A good cricket coach does not tell a batter to not fish outside the off stump. He tells the batter to hit through the line. The subconscious does not work with logical operators like not. It simply brings the mental images it holds into reality.

But the people who design signage for roads don't seem to know this. With tragic consequences...



Seriously, this is a completely testable proposition.

Show amateur pilots video footage of gruesome crashes of planes similar to what they fly. Put them in a flight simulator. Ask them to do complex manouveres. Measure their crash rate. Compare with a control group which was shown footage of smooth, successful flights.

And presto...we now have scientific evidence with which to prosecute the road sign chaps for manslaughter. Or at least save a few lives.

On Leadership

I will admit to a blush of embarrassment at blogging about leadership; on no other topic have so many people expended so many words to say so little.

However, having attended a leadership development workshop recently, the group I was with came up with a compact definition of leadership that feels useful enough to share.

What is the purpose of leadership: to get people to do things that they otherwise would not

What do leaders do: they listen, speak and centre

In this context, “centre” has a specific meaning. It means the psyche is located at the centre of the body. A centred leader is calm and purposeful. Leaders don’t rage or panic, except intentionally.

What I like about this definition is that it is profoundly situational. Good leadership is defined almost entirely by context. I find this situational take on leadership a lot more useful than the definitions in the standard readings.

Consider this much quoted article by John Kotter, which makes a distinction between management and leadership: “management involves planning and budgeting, leadership involves setting direction”.

This is sometimes true. There are situations where the ship is running well, but doesn’t know where to go. In which case, it is important to choose a destination.

There are also many situations when the desired direction is bleeding obvious. The hard part is to actually get the ship to move in that direction. At times like this, the task of leadership is management. The truth is often closer to "amateurs talk strategy, real generals talk logistics".

Walking Lothlorien

Clumpy boots, hiking staff, Strider-style stubble
Limestone cliffs, dry stone walls, the tumult of tumbling water,
Trout hold still against the stream,
Spaniels splash right in;
Pentagenarians sandwich together,
Gates shut on grazing sheep.
Wooded slopes, sun spangled meadows, Numenorean ruins,
Ice cream in the parking lot,
Lothlorien;
Without the ring.



The change in the style of this blog, unfortunate or otherwise, was prompted by a hike along the river Wye in the Peak District



Down Monsal Dale, up Brushfield, past the Priestcliffe Lees, down to Litton Mill, through Miller Dale and Cressbrook, and back up to Monsal Head



Sunshine on the water...naw, John Denver doesn't fit the Tolkienian mood



Magic wrought by the Numenoreans, when Middle-Earth was still young



All that is gold does not glitter,
Not all those who wander are lost…
Renewed shall be the sword that was broken,
The crownless shall again be king