Taylorism and sport performance
I’ve written recently about understanding assumptions pertaining to models. Models are simply the assumptions of scientists and experts used to make predictions. These assumptions may be either objective, subjective, or a combination of both. Models are subject to human error. They’re not perfect but should offer superior explanation. Perhaps the biggest set of assumptions performance professionals should seek to understand are the works of a book first published in 1911 titled “The Principles of Scientific Management” by Frederick Taylor.
I was first tuned onto his work from a colleague John Kiely in his masterful article Periodization Paradigms of the 21st Century: Evidence Led or Tradition Driven (My humble opinion, mandatory read for performance coaches). The article speaks about the idea of Taylorism. Frederick Taylor coined the term “task management” as a synonym for scientific management. Taylor observed factory workers in settings such as pig iron, brick layers and shovelers in the Steel industry. He then timed the execution of each task, observed efficiency in movement and workflow and created a standardized process known as scientific management. The principles are listed below:
1.) Break the job into parts. Develop a “science” for each part, which replaces the old rule-of thumb method.”
2.) “Scientifically select and train, teach, and develop the worker.
3.) Cooperate with the workers ensuring work done in accordance with scientific principles.
4.) Equal division of work/responsibility from management and workmen.
“The development of a science, on the other hand, involves the establishment of many rules, laws, and formulae which replace the judgment of the individual workman, and which can be effectively used only after having been systemically recorded, indexed, etc.” – Frederick Taylor
The tentacles of scientific management spread rapidly and were used by Henry Ford in the automotive industry for efficiency and production, and in the 1930’s in the Russian economy with the use of quotas over fixed periods of time. These were known as 5-year plans. The BIGGEST difference between the two is that one is a fixed system (assembly line), and one is a complex system (economy). The results of these experiments were drastically different. Ford revolutionized the auto industry, while famine and starvation occurred in Russia during the early 1930’s.
Taylorism has spread throughout the world and is still used today in many realms. The End of Average by Todd Rose speaks about consequences of Taylorism today. What does this matter for performance coaches? Periodization models, long-term athletic development models, tissue healing models, training residual models ALL incorporate Taylorism. So, what’s wrong with that you say? Nothing, if you’re comfortable with the assumptions of the model and can critically rationalize as to each limitation. Here are the assumptions
There is one best method - Top-Down Dictates
“One of the important objects of this paper is to convince its readers that every single act of every workman can be reduced to a science.” -Frederick Taylor
Linear systems mimic complex systems
“It is true that the laws which result from experiments of this class, owing to the fact that the very complex organism-the human being-is being experimented with, are subject to a larger number of expectations than is the case with laws relating to material things. And yet, the laws of this kind, which apply to a large majority of men, unquestionably exist, and when clearly defined are of great value as a guide in dealing with men.” -Frederick Taylor
Rigid Standardization – Averages are superior
“And the duty of enforcing the adoption of standards and of enforcing this cooperation rests with management alone.” -Frederick Taylor
Clouds are Clocks: Complex systems are predictable
“.... he must consequently be trained by a man more intelligent than himself into the habit of working in accordance with the laws of this science before he can be successful.” -Frederick Taylor
Timelines dictate efficiency
“It is this combination of the initiative of the workmen, coupled with new types of work done by management, that makes scientific management more efficient than the old plan.” -Frederick Taylor
We use periodization models. We believe in long term-athletic development, but they are NOT perfect. In fact, far from it. Complex systems are inherently different than Newtonian linear systems and include the following features:
Numerosity: Complex systems involve many interactions among their parts. If A → B, where B may be affected by 100’s of variables.
Emergence: In a complex system, the whole of the system may behave differently than each part in isolation. Reductionist approaches fall short. The response (emotional or physical) to one individual may be drastically different than the response of another.
Non-Linear: Complex systems exhibit nonlinear dependence. Timelines pose difficulty in the face of this dependence. Dependencies such as resources, program variables, genetics, may or may not “marry up” to pre-determined timelines.
Adaptive Behavior: Complex systems modify their behavior in different environments.
“Complexity science is often contrasted with reductive science, where the latter is based on breaking wholes into parts.” -James Ladyman
What does Frederick Taylor and his book “The Principles of Scientific Management” have to do with performance? Nothing, but everything. In fact, I recommend you read it front to back like I did. In order for us to grow as skeptical thinkers, we need to understand models, their limitations, and inefficiencies and not just accept them as is. We can also pivot when times of change such as:
An athlete coming back from injury
Altering programming variables in the weight room
Limitations of testing
Long-Term athletic development pedagogy
Models are great, but I have found that those who question with curiosity and humility, can improve the very process while enhancing their critical thinking skills. Taylorism is alive and well today. Nothing wrong with that, as long as you understand the assumptions. Know the rules (assumptions), before you break them.
