A brilliant Kick of the Fair Play Can down the Road

The IOF leadership performed at world class level handling the Fair Play Issue. Having spent two decades advising companies, small and large, to handle complex situations, I have to admire the use of modern management techniques by the IOF. We shall hope that on the General Assembly this week (8 and 10 July) member federations will also recognise this achievement.

I believe that this brilliance has to be documented as a case study also for the benefit of the general orienteering public. Orienteering athletes often study for a professional career or work in managerial and professional positions. They can benefit a lot from studying how the IOF leadership avoided to deal with the very difficult problem of Fair Play, while taking control of the situation.

Critics may point out that that the focus of the IOF management was not on solving the Fair Play Problem in orienteering. There was no sign of any specific investigation or even data collection to understand how widespread the problem is beyond the Unfortunate Events in China, there was no problem analysis, there were no objectives set, no success criteria or boundary conditions defined for any potential solution. There was no sign of a structured approach to understand the problem, despite the fact that the results of the broad based survey conducted by the IOF on Fair Play attitudes, and practical observations suggest that Fair Play violation is more widespread than we would like to admit.

These critics completely miss the point. These days the mainstream management focus, both for public and business administration, is not on solving problems, but on controlling communication and giving the impression that the issue is handled. The problem is swept under the carpet for the time being with the hope it will not come back while current management is in office. This was done brilliantly by the IOF leadership.

kick the can down the road - Fair Play Orienteering - wide

Solving complex problems is not easy, because they do not have objectively correct solutions like high-school maths problems. Every possible solution is a compromise. Evaluating and syndicating multidimensional compromises is difficult and prone to failure. It is a high effort, high risk approach – if one wants to do it well.

No wonder that kicking down the can the road – the best alternative to solving the problem – has become so popular up to the highest level of politics and the corporate world.

The IOF management deployed the best course of action one can advise these days to management keen to avoid dealing with the problem itself:

  • Defuse the situation through delaying tactics
    (e.g. delegating investigation to a committee, launching broad general surveys)
  • Focus attention on the usual suspects, don’t admit that the problem is widespread
    (blacks, migrants, muslims, uncivilised “new” nations are good picks these days)
  • Promise non-committing initiatives with no specific objectives
    (educational programs, future reviews, etc)
  • Avoid analysing the problem, the depth and breadth of it, or its root causes
    (it would just keep inconvenient discussion alive)

The IOF leadership has meticulously followed this textbook approach. Analysis that would have shown the links between the Fair Play Problem and IOF strategy was avoided. No meaningful debate can be launched by the public, because there is “work in progress”. No success/failure question can be raised for the lack of clear objectives and success criteria.

Perfect!

Below are a couple of interesting details that both budding managers may find educational, and future academics may find useful when writing up this case study as teaching material for the best schools of public and business administration.

Continue reading “A brilliant Kick of the Fair Play Can down the Road”

IOF’s Sudden Rush for eGold

Today the IOF has announced the preparation for the first Unofficial World eOrienteering Championships later in 2020. It is unclear though what, when, and how will be organised. The objective is urgent control over the evolving eOrienteering landscape as stated in the Council minutes. It is a late wake up call to deal with something that has been around for years, but now it is so urgent that the Council decided even to violate the IOF’s Statutes with pushing through a unlawfully late proposal on the inclusion of eSports.

Yet, the question “who benefits” from this panicky rush has no clear answer.

Virtual orienteering is nothing new

Virtual orienteering has been around for many years, though it has started to boom only this year due to the limitations on real life events.

This blog has pointed out already in December 2017, two and a half years ago, that
Virtual Orienteering is orienteering’s best chance to get to the Olympics.

The Council has ignored for years the highly visible emergence of eSports until this month. The sudden rush may remind one of the symptoms of narcolepsy when patients wake up suddenly from deep sleep and feel disorientated.

Virtual O - map

Continue reading “IOF’s Sudden Rush for eGold”

Fair Play, or What You Will

The IOF has launched a Fair Play survey asking for assistance from the global orienteering community in getting answers to a number of questions about Fair Play. The IOF’s intention is to summarize the results on the first week of February, so please complete the survey asap if you have not done it yet.

The Council meeting minutes #197 says that  TH reported on the work that had been initiated on a project to create a values-based education tool around topics of Fair-play, and to connect this via a certification to the IOF Athletes License”. An interesting idea that suggests that sitting through a multiple choice test may become part of the IOF Athletes License process. It is unclear though if the intention is a pass/fail test, or some sort of an “educational” test where athletes have to keep clicking until they find the right answer.

This broad based survey is a very interesting initiative, but as often with IOF initiatives, it raises a large number of questions looking for answers. Let’s look into some of the most interesting ones.

First, it is unclear what is the objective of the “survey”. Is it about to understand if there is any divergence between attitudes to Fair Play in the community, and IOF rules on Fair Play, for example around coaching zones? Or is it about to put extra weight within the educational tool on areas where opinions may diverge from the IOF Rules? The questions repeatedly ask “How severely do the following impact fair play within orienteering?”, but that does not reveal if the survey is looking for “emerging views” or “educational gaps”.  If there is a survey in a convent about the appropriateness of reading Lady Chatterley’s Lover, it is unclear if the intention is to buy a copy for the library, or to try to determine how much additional educational help is required to straighten the minds of the residents.

IOF inclusivity

Second, the lead-in question (as shown above) asks about the inclusiveness of orienteering. This is a tricky one on multiple dimensions. It is rather unclear if it was thought through. After the events in China some people asked fairly explicitly on discussion forums whether there was a racial bias when the highly unexpected results of the Chinese athletes were questioned. This was a surprising question about racial bias, one that I have never ever seen in orienteering before. Yet, my experience after many more years of orienteering than I would like to admit, that the answer is rather simple, even if it is not very obvious.

We shall answer this question with pride: orienteering is not very inclusive. It does not welcome all types of athletes.

Orienteering welcomes athletes from all around the World*, but athletes who cheat or do not follow fair play practices are disdained.

* independent of race, color, gender, national origin, age, religion, creed, disability, military status, sexual orientation, gender identity or gender expression (for the avoidance of doubt)

It should be noted, that from the early days of sport, well before orienteering existed, the concept of Fair Play was developed by sporting communities to protect athletes and substitute written rules. The stronger the community, the stronger the Fair Play culture is. The stronger the community, the less inclusive it is. Fair Play is not about accepting the individual by the community, but it is about the individual accepting the rules of the community to get included. Sorry, Fair Play is not a PC concept.

But there is even a much deeper problem with the educational tool approach hinted by this survey and the suggestion in the IOF Council minutes. There was not a hint in the minutes that deeper analysis was done by the Council to try to understand the root causes of the events in China. It all appears to be a desperate reaction to demonstrate that something is being done.

The IOF appears to be working on a solution without making sure that they got the right question. Testing athletes on the knowledge of the Rules and their interpretation is not a cure for the deterioration of a community driven Fair Play culture.

Unfortunately, pushing for an educational tool without understanding the essence of the problem feels a bit like sweeping the core problem under the carpet by stopping inconvenient question because “something is being done”. This approach is not dissimilar to delegating the specific issues that popped up in China to the Ethics Panel. Delegation has ensured that for months, or maybe for years, the IOF leadership does not have to answer any question on the topic, because “there is an ongoing investigation”. The January Council minutes linked above show that the Ethics Panel apparently did not event report back on the task given in October 2019 when“Council referred to the IOF Ethics Panel to consider if sanctions could be applied to individual athletes, team officials and organising officials participating in the CISM event for future IOF activities” (Council minutes #196).  Mind you, the CISM case with the on-event decision to disqualify the Chinese team was the much more simple one compared to the situation on the World Cup. We may have to wait a long time before we get any results.

 

The core of the problem around Fair Play in orienteering appears to be much deeper. One may argue that currently the strongest single force working against Fair Play may be the post-Leibnitz strategy of the IOF. The Leibnitz convention, as discussed earlier in my post about IOF Event Quality, was the starting point for the IOF to move away from the “we for us” mentality of organising events, and to start to serve the needs of the media. Leibnitz was the official starting gun for the beginning of the commercialization of orienteering. Nothing undermines more a community based Fair Play culture than the commercialization of the sport and Olympic inclusion. The higher the stakes, the more money involved (both nationally and internationally), the weaker the community spirit becomes, and the stronger is the incentive to break the written and unwritten rules of Fair Play.

No misunderstanding, there is nothing wrong with commercializing a sport, trying to simplify it so that it becomes consumable for the average TV viewer, and trying to move it into the realm of proshow. But there are consequences.

I am afraid there is a need for a much, much more detailed discussion around Fair Play in orienteering than a limited questionnaire about attitudes. Without asking inconvenient questions first, it is not possible to come up with the right solution.

I will look into more questions around Fair Play in orienteering in my next post.

IOF Event Quality

Serious quality problems are the striking symptoms that something is not right around the IOF major events. Large part of the problems that popped up in China were related to quality issues. But this was just the latest manifestation of a long series of quality problems in major IOF events. In fact, there are few IOF events across all disciplines that did not have quality problems (or luckily avoided “near misses”) that should never occur on our top competitions. Despite all the effort, the problems in FootO, the IOF flagship discipline,  appear to be the biggest ones, even resulting in competitions that were voided or should have been voided like the men’s Middle distance in China.

Quality issues keep popping up not for the lack of want to avoid them. Most organisers put in a heroic effort to stage high quality events, but in practice there are many avoidable banana peels that they slip on more often than not. These are typically different banana peels that should have been easily spotted in hindsight, but the abundance of them suggests that the problem is systemic rather than a long series of bad luck or individual errors.

The IOF leadership recognized the problem a while ago. In 2017 the IOF President specifically voiced his expectations that organisers should care more about quality and spend more on it. In practice, the selection of organisers of major FootO events is still driven by the “show elements”, because the fundamentals of these events are very different according to the Leibnitz convention.

The client of major IOF FootO events is the TV viewer, not the athlete. This is in stark contrast with all other events, small or large, across all four orienteering disciplines.

The latest manifestation of this was seen in China just the day before the disastrous Middle distance competition. The IOF Council did not approve the only candidate to organise EOC 2022 because it did not commit to live TV broadcast, an extra €80,000 or so expense.

Analogue situations in business are quite common. Persistent service quality issues are typical symptoms of an organisation where strategic directions (if you prefer, management ambitions) got detached from the capabilities of the organisation and the realities of the external environment. The management trap lies in the fact that individual quality issues always look fixable with a little more attention. Hence, the underlying root cause of overstretched ambitions is far from being obvious. To make things more complicated, even if the root cause is identified as the gap between management ambitions and capabilities, politically it may not be admissible to point it out. Yet, the very fact that quality issues keep popping up left and right despite never ending attempts to fix them, shows that the real issue lies in the fundamentals.

There is an interesting development though that we have to watch out for. The new Finnish Council member, who is responsible for Foot-O, has shown a particular interest in major event quality. Even before China he told the Foot-O Commission that one of his area of attention is to identify possible root causes for the fatal mistakes in High Level Events and learn from analysis of failures. Analysing root causes of problems and learning from failures is a revolutionary new approach to be introduced to the IOF Council. We shall eagerly wait for the outcome of his work.

Continue reading “IOF Event Quality”

Reflections after the events in China

I wanted to write a post reflecting on the events in China two months ago. I guess everybody remotely interested in orienteering have heard about the events, both the serious violation of fair play rules on the CISM World Military Games, as well as the major quality issues and their consequences on the Middle, and the unbelievable results of the Sprint during last round of the FootO World Cup.

While working on my post I had to realize that the questions facing international orienteering related to the events in China are so complex and multifaceted that they cannot be jammed into a single post. So here I just touch on each and every aspect, but intend to devote separate posts to each of them over the next couple of weeks. The topics are ranging from IOF event quality to the IOF controlling system; from the respect of the athletes’ view to athletes’ trust in the system, and the role of the Ethics Panel that was left holding the baby; and from strategic relationship with China to the limits to growth of international orienteering.

The overall situation is similar to poorly managed companies that face a breakdown after embarking on ambitious expansion plans. I worked with some of these in my professional career, and believe me, it is not fun to see them breaking down soon after they start to feel happy about their prospects. The issues swept under the carpet by management for years stay under the carpet until the strain of increased demand on the organisation exposes them. Such management is often baffled by the apparently sudden breakdown of the organisation. They had no problems exposed for years, and suddenly everything blows up in their face. Yet, they seldom admit that all those problems were there under the carpet all the time, just nobody cared to address them.

On a positive note, the IOF strategy to raise the profile of orienteering through large multi-sport events (CISM, Universiade, World Games etc) is working.  Orienteering was mentioned even on Fox News, currently the most influential US news channel, and featured in a large number of publications worldwide from the Guardian in the UK to the Bangkok Post. I guess this is how PR success looks like.

Continue reading “Reflections after the events in China”

Adieu, Paris 2024!

There will be no orienteering in Paris on the Olympics in 2024. No surprise there.

The interesting bit is how the IOF leadership (did not) communicate the non-delivery of a key objective of their Goal 2020, a target recommended by the IOF leadership to the General Assembly. It was a “no event”. After the failed Paris 2024 bid the CEO of the World Squash Federation resigned. Even the World Flying Disc Federation started serious soul searching.

According to my psychologist friend, the deep silence around the failure to deliver on a key objective may suggest that either the IOF leadership so strongly believed in success that now they are in complete denial, or that they did not believe at all that it was deliverable, so failure is no news.

Yet, for whatever reason, the situation made me remember the old Russian joke about Napoleon’s admiration of Pravda, the newspaper of the Soviet Communist Party.

paris-2024-olympics-logo

The Olympic ambition

The Olympic ambition is a core component of the IOF’s strategy as discussed before. This is nothing new. According to the research of Heinz Tschudin, the late President of the IOF, the Olympic dream has been around for 75 years. It has preceded even the foundation of the IOF.

What’s new, is that it has become the Main Goal of the IOF, and not only at a conceptual level. Not only did the Vice President show the door to IOF activists who did not believe in the Olympic Dream before a discussion on IOF strategy in 2017, but very specific targets pop up in IOF documents, like in Goal 2020 – proposed by the IOF leadership to the General Assembly in October 2018 (and duly approved by the GA, as usual).

iof strategic directions 2018-2022

IOF ambition - Paris 2024

 

So what happened?

Continue reading “Adieu, Paris 2024!”

75 years chasing Olympic Glory

The biennial General Assembly of the IOF takes place this weekend in Prague. Whoever attended these events before, or at least heard eyewitness reports, knows that it is very unlikely that anything unexpected would happen. There could be a handful of Member Federations who may try to throw a pebble into the quiet pond, but those attempts typically get attenuated by the quiet passivity of the majority, or by the deflecting tactics of the IOF Leadership. It is very, very unlikely that serious debate would take place on the General Assembly around questions of financials or anti-doping activity, no matter how much delegates may gossip about those questions over a beer or two.

I still hope though, that a Member Federation, or the IOF Leadership themselves may raise their voice to correct a very unfortunate oversight in the Strategic Directions and Focus Areas for the Congress Period 2018-2020 regarding the Olympic Ambition as quoted below (original in is in the Congress Binder):

AMBITION: TO BE INCLUDED IN THE OLYMPIC AND PARALYMPIC GAMES
Goal 2020:
✓ Inclusion as an optional sport for the Olympic Games in Paris 2024,
✓ Inclusion as an optional sport to Youth Olympic Games 2022 (FootO) and 2024 (SkiO)
✓ Be elected or appointed to a position in one of our stakeholder organisations

So far this is part of the usual General Assembly process that got established over the past two decades or so. The Council includes “Olympic Ambition” in the strategic plan. The General Assembly approves everything proposed by the Council with no modification. And from then on, the IOF leadership pushes the Olympic Dream, because “we have no choice; that is the mandate given by the GA; we cannot modify it; etc, etc.”

Funnily, this moral stance of  fully respecting General Assembly decisions is not observed when the President and the Council regularly modify the approved budget, even within 2 months of its approval. But that is another story.

The point of this post is to call attention to the following oversight in the 2018-2020 plan:

2019 marks the 75th year anniversary of the endeavour to include orienteering in the Olympic Games. The first negotiations with the IOC on orienteering began back in 1944, even though the IOF was not established until 1961.

This somewhat surprising, but nevertheless heartwarming information comes from the article of Heinz Tschudin, the late President of the IOF. In 1992 he published an article in Orienteering World titled Orienteering and the Olympics. I could not get a copy of the original, but here you can read a reprint published in Orienteering Canada in 1992.

Orienteering and the Olympics (1of2) - OrienteeringCanada_Newsletter_1992_Vol20_No2_FallOrienteering and the Olympics (2of2) - OrienteeringCanada_Newsletter_1992_Vol20_No2_Fall

It would be really interesting to see more information on this fact unearthed by Heinz Tschudin. It does sound strange at first sight, as we know that in 1944 majority of Europe was somewhat distracted from discussing future Olympic programmes. Yet, if we consider that in 1944 Sigfrid Edström, a Swede was the acting president of the IOC, and that SOFT, the Swedish Orienteering Federation, was already founded 1938, the story starts to look plausible. It would be fascinating to see more details on this either from the notes left by Heinz, or from the the SOFT or IOC archives.

This 26 year old article of Heinz provides superb insights into the process of trying to get  orienteering into the Olympics. I will discuss those under separate cover. Yet, I would like to call your attention to the point Heinz made about the core question he faced when tried to negotiate with the organisers of the 1982 Winter Olympic Games in Calgary:

How much money will you bring in?

36(!) years passed, but the IOF Leadership has not even tried to answer this core question that is required just to start the discussion about getting on the Olympic programme. Without a solid financial basis all the talk about Olympic Ambitions feels rather empty.

But now let’s focus on the many unique opportunities offered by this 75th anniversary, as listed below. It would be a major mistake not to use this occasion for the promotion of orienteering and the IOF’s Olympic Ambition.

Continue reading “75 years chasing Olympic Glory”

World Orienteering Day – fewer organisers in 2018

This was a busy summer. I had no time to write proper posts. I had to help more than expected to organise the European and World Masters MTBO Championship, went to the World MTBO Championship, and also spent lots of time mapping and then organising the Isle of Man Orienteering Championships (and even done some proper work on the side).

Now it is time to get back to this blog, as there is a long list of topics waiting to be published from concluding the WOD quatrology to a more in-depth look into the history of the IOF Leadership’s Olympic ambitions.

*  –  *  –  *

The announcement on the IOF website on the final numbers of the World Orienteering Day is rather subdued compared to in previous years. Not only the “World record” focused communication is gone, but there was little celebration compared to previous years. For good reasons.

The overblown targets of 500,000 participants on 5000 events in 100 countries set by the IOF leadership were missed by a wide margin from 19% to a whopping 56%. In 2018 over seven days there were even fewer events organised than in 2017 on a single day!

The Council, unsurprisingly, did not flinch in the face of defeat. There is no hint in the Council minutes #189 and #190 that they tried to understand the reasons for missing their own targets by a wide margin, figure out why organisers were not interested in WOD activities, or alter their approach other than setting the 500,000 target now for 2020 in the strategic directions (see the congress binder). As a reminder, “Let’s reach together half a million participants during WOD in 2017!” was the call of Leho for a single day event. We could get nowhere near even over a week in 2018.

One may even get the feeling as if IOF volunteers are expected to behave like Boxer, the  hardworking naive horse, who would never question the direction set by Napoleon, but believes that any problem can be solved if he works harder. In the meantime, the numbers suggest that there is a yawning gap between reality and the ambitions of the IOF leadership.

WOD countries -3

WOD events -3

WOD participants -3

WOD by country

The targets were missed by a wide margin. Even these numbers are hinging primarily on Turkey that delivered almost quarter of all participants, just a little bit less than the next three countries, Norway, Russia and Sweden combined. Unfortunately, Turkey does not have the orienteering traditions that could make these impressive numbers sustainable without strong central will. If Turkish organisers lose interest, WOD numbers will collapse.

Continue reading “World Orienteering Day – fewer organisers in 2018”

Our leaders are the finest men

This post is not another one about the ethics of the IOF, but about elections. The title comes from a classic American protest song of the 1960s by Tom Paxton.

Many, many moons ago, in high school, my English teacher used American protest songs to liven up his classes and to make us learn more than just proper grammar. His unorthodox methods eventually earned him even a CBE, but that is another story. These days when I think about the IOF I often recall Tom Paxton’s song about how children are taught to avoid questioning the status quo.

Tom Paxton saw the stability of the US political system a hindrance to progress and accountability. The stability built into the IOF governance system may well be a hindrance to the development and accountability in orienteering.

I learned our government must be strong
It’s always right and never wrong
Our leaders are the finest men
And we elect them again and again

You can find the original here on Youtube.

It seems that the current IOF governance system is a key component of the issues around the federation. The checks and balances that are supposed to ensure that the Council works for the general good in practice do not really work.

These include, but not limited to the following:

  • There is no control over the Council between the General Assemblies (i.e. on 729 days out of 730), thus the President and Council does what they want, including modifying GA decisions at will (the most obvious is the modification of the budget only months after approval – here and here )
  • There are no consequences for giving information to the General Assembly that may raise serious questions around its reliability (the 2016 financial status is probably the best documented one here)
  • There are no accountability for actions (or in some cases inactions) that could raise serious ethical questions in a more disciplined environment. (see here a few examples)

The contested elections would provide the ultimate checks and balances, but in practice they do not exist. Just the opposite: the IOF election system provides the stability for the Council to stay in place. There is stability derived from the low number of candidates, from the system, and the culture of Council itself.

Stability in the numbers

On paper the General Assembly elects the President and the Council, but in practice they have little choice. A few charts speak better that thousand words:

IOF Presidential election 2000-16

I do not have hard data from previous years, but nobody I spoke to could remember another occasion other than 2012 since 1961 (28 elections altogether) when the election of the president was contested.  Sorry to say, but President Putin and President Erdoğan have to face much more competition in their quest to retain their position. It seems that IOF Presidents stay in position unchallenged until they want.

The number of candidates for Council positions is not much higher. In fact, the total choice offered over the last 9 elections is remarkably similar: 10 for 9 for president (11% extra) and 93 for 82 (13% extra to choose from) for Council positions.

IOF Council election 2000-16

(for simplicity I combined the number of candidates for vice president and council member, though they are elected separately)

The number of people actually facing election is far less due to low number of candidates and set quotas (at least 2 of each gender and at least 2 from outside Europe). In 2016 three people were “elected” with no competition. In 2014 the whole Council, all the eleven people, took their position with the General Assembly given the possibility other than to applaud them.

Funnily enough, the Council’s trump card in any discussion when they face arguments from the experts of support and discipline commissions is that they are the “elected body” to make decisions for the sport. Yes, elected for the lack of choice.

Continue reading “Our leaders are the finest men”

IOF Finances presentation

Next weekend, on 19-20 January, the IOF Council and the Commissions are meeting in Warsaw for the regular annual IOF joint meeting. The short common program contains an interesting topic: IOF Finances.

 

IOF meeting Jan 2018

This is a most interesting development for several reasons. The IOF leadership was not particularly interested in talking about finances before. They did not present anything even on the Presidents’ Conference in July 2017. Despite the IOF finances being on a knife edge the leadership just sent a letter to members July 2017 a week later to explain that they were handling financial issues since october 2016. It makes you wonder what happened that now they decided to talk about finances.

What makes it even more interesting is that the audience of this joint meeting has little to do with finances. There will be 60 or so participants invited to discuss commission matters and meet the Council for half a day. The participants are delegated to different commissions who have rather technical mandates from discipline development through mapping standards to environmental protection. They are not representing member federations. Few of the participants have relevant business background to understand finances.

In financially distressed companies management typically starts to talk about finances to technical people when they see the possibility of a financial meltdown right around the corner. We have to follow these developments closely. I will share with you any information I receive as soon as they become available.