tag:theconversation.com,2011:/us/topics/claudio-ranieri-27228/articlesClaudio Ranieri – The Conversation2017-03-07T16:37:22Ztag:theconversation.com,2011:article/740012017-03-07T16:37:22Z2017-03-07T16:37:22ZBlurred lines: building winning athletes in sport or just plain bullying?<figure><img src="https://images.theconversation.com/files/159744/original/image-20170307-14963-wl6ggf.jpg?ixlib=rb-1.1.0&rect=36%2C157%2C2314%2C1474&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/young-basketball-player-gets-yelled-by-73625269?src=I674ALtngvziV6I9CPCGrw-3-48">ARENA Creative/Shutterstock</a></span></figcaption></figure><p>Bullying can take place in all manner of settings, from the school yard to the boardroom. Recently there has been an increase in allegations associated with sport, particularly around athletes competing at the highest level. </p>
<p>As one <a href="http://journals.lww.com/cjsportsmed/fulltext/2011/09000/Canadian_Academy_of_Sport_and_Exercise_Medicine.1.aspx">Canadian sporting body put it</a>, bullying is a pattern of behaviour that occurs when there is an imbalance of power between peers, and in the absence of provocation. It is a definition that may make you think cases of bullying in sport are limited to the relationship between coach and athlete. </p>
<p>But it has even been suggested that the behaviour of spectators toward players in the Australian Football League <a href="http://www.smh.com.au/sport/sydneys-goodes-a-victim-of-workplace-bullying-says-lawyer-20150729-gin0wu.html">could be defined as bullying</a>. And although not labelled as such in the media, it wouldn’t be a huge leap to interpret as bullying <a href="http://www.express.co.uk/sport/football/772388/Martin-O-Neill-slams-player-power-game-following-Claudio-Ranieri-Leicester-sacking-New">the alleged player power</a> that ousted Claudio Ranieri from his managerial role at the English Premier League champions Leicester City.</p>
<h2>Performance enhancing?</h2>
<p>If nothing else, these stories make it clear that we have yet to agree on the limits of acceptable behaviour when managing those whose goal is to be the “best in the world”. Ask athletes, coaches and practitioners if bullying was ever OK in sport and the resounding response is, “no”. But then the caveats start: “well, sometimes, maybe, yes. It depends on what you mean by bullying”. </p>
<p>This may not be surprising. When an athlete pursues a goal which demands total dedication to elite performance, then coaches and team mates will at times take them out of their comfort zone, and deliberately challenge the athlete’s beliefs about their limits. This may even involve them being coerced into something they don’t want to do, or which they think they are incapable of.</p>
<p>It can take many forms, and opens up some ethical questions. Consider that studies have shown that athletes who are told their training session will be shorter than it is actually planned to be <a href="https://www.ncbi.nlm.nih.gov/m/pubmed/28182509/">will perform better</a> during the session. One study showed that endurance runners given a placebo <a href="https://well.blogs.nytimes.com/2015/10/14/a-placebo-can-make-you-run-faster/?ref=health&_r=1">will push harder</a> and improve their times if they are told it is a performance- enhancing drug. Few would support tactics such as deception among the general workforce to make employees work harder. Despite this, their use in sport appears to be accepted despite the fact that athletes appear to have little choice in the matter.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/159740/original/image-20170307-14932-q31lf7.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Competition for the top step can be brutal.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/athletics-podium-three-winners-573891421?src=I1PZYIvKV17rSpO2qohLjw-2-11">Gena Melendrez/Shutterstock</a></span>
</figcaption>
</figure>
<p>How many of us would accept being told that our working day was being shortened only to be told it was a ploy to enhance our productivity? To get the best out of athletes, coaches and team mates must strike a balance between reinforcing positive behaviour while challenging aspects which require improvement. At what point the latter becomes bullying may be entirely subject, as uncomfortable as this is, to the individual’s perception – and likely, the results such tactics achieve. </p>
<h2>Something cooking</h2>
<p>We can show the importance of perception when discussing bullying by switching from pitch to the kitchen. We have become used to aggressive and shouty chefs on our TV screens, and this group’s behaviour has led to <a href="http://www.sciencedirect.com/science/article/pii/S0261517711002159">some surprising findings</a> about conduct we would ordinarily consider unacceptable behaviour in the workplace. Verbal bullying is perceived to be necessary to ensure the kitchen team performs optimally in stressful situations. In fact, the extreme behaviour that characterised the cooking and preparation environment in that study was cited by chefs themselves as a vital step in forming a cohesive team that exhibited high morale, got the job done and communicated effectively. </p>
<p>Acknowledging that this created a stressful environment, those that handled the pressure were idolised. This may ring true with those who have heard athletes extol the virtues of persevering despite setbacks, surviving unsavoury working conditions early in their career and dealing with often harsh criticism. Retired professional footballers have highlighted the benefits of their early career training and the undertaking of jobs <a href="https://www.theguardian.com/football/blog/2012/feb/03/the-secret-footballer">not intrinsically linked</a> to being a footballer, including cleaning boots and sweeping the stands.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=380&fit=crop&dpr=1 600w, https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=380&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=380&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=477&fit=crop&dpr=1 754w, https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=477&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/159742/original/image-20170307-14966-1x6qi6q.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=477&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Letting off steam.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/motion-chefs-chinese-restaurant-kitchen-587875190?src=Ps9euxpqZupheQeSKdCh-w-1-16">hxdbzxy/Shutterstock</a></span>
</figcaption>
</figure>
<p>Sporting organisations, however, are not ambitious restaurateurs, so should they be allowed to develop a culture that might deliver success, but which is at odds with what would be considered acceptable within the wider population. This is clearly a particular issue for organisations that receive funding from the public purse. </p>
<p>Governing bodies and those who fund sport should consider what is the stronger governor in terms of investment: the culture of the organisation or its success? The former is sometimes a precursor to the latter, but this may not always the case, especially as by definition, not everyone can be a world champion. Employers must decide whether the pursuit of resilient, and successful athletes may require them to break employment law and employees (athletes) must decide whether they are willing to accept this. The challenge that sport faces is to draw the lines clearly enough for the rest of us to see.</p><img src="https://counter.theconversation.com/content/74001/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Methods used to get athletes to their peak would be unacceptable outside of the stadium, but success papers over a lot of cracks.Neil Gibson, Director of Sport, Performance and Health, Heriot-Watt UniversityKevin O'Gorman, Professor of Management and Business History, Heriot-Watt UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/594772016-05-17T08:46:23Z2016-05-17T08:46:23ZWhat can business learn from Leicester City’s miracle manager?<p>Few things excite the public imagination like the unexpected victory of an underdog. And few underdogs in sport have matched the <a href="http://www.bbc.co.uk/news/uk-england-leicestershire-36195239">triumph of Leicester City</a> winning the English football Premier League this year. Their victory has been celebrated widely in and out of the football world, as that of a plucky David putting the game’s big-spending Goliaths to shame.</p>
<p>Sudden successes in sport, like those in business and politics, inevitably prompt questions about the secrets behind them and the lessons that can be <a href="http://www.bmmagazine.co.uk/in-business/five-business-lessons-leicester-football-club-fairytale/">drawn from them</a>. Sport provides countless metaphors for business – “moving the goalposts”, “kicking off meetings”, “touching base” etc – and winning recipes in sport are bound to invite translation into the world of business management. Football teams are, after all, led by a manager and some successful managers, such as <a href="https://hbr.org/2013/10/fergusons-formula">Sir Alex Ferguson</a>, have successfully transferred their skills to business education.</p>
<p>But are there really any lessons that management can take from Leicester City’s triumph? The most obvious message is that leadership matters. Beyond any doubt, City’s success is linked to the management of Claudio Ranieri. A leader can take over a losing and demoralised organisation, a sports team, a business, a political party or a university and turn it around. This does not need emphasising. Everyone takes it for granted. But this is also where the problem lies. </p>
<p>Football managers and leaders in general take exaggerated credit for the success of their teams. This is what leadership scholars call the “<a href="http://www.sciencedirect.com/science/article/pii/1048984395900128">romance of leadership</a>”, the tendency of followers and the wider public to fall in love with leaders. This was already known to <a href="http://www.bbc.co.uk/history/historic_figures/freud_sigmund.shtml">Freud</a> who placed leader-follower relations somewhere between
hypnosis and infatuation. Leaders are put on a pedestal, one from which most of them will sooner or later fall.</p>
<p>The flip side is that when teams fail, all blame is often attributed to their leaders. Indeed, the ability to sack a leader (which is not always possible with political or business leaders) opens up the space for a new leader to try his or her hand at turning failure into success. </p>
<p>Claudio Ranieri was himself <a href="https://www.theguardian.com/football/2014/nov/15/greece-sack-claudio-ranieri-faroe-islands">summarily dismissed from his previous job</a>, coaching Greece’s national side, a team that had won the European Cup in 2004 and made the last 16 in the 2014 World Cup. He oversaw just four matches, of which he lost three, including a humiliating defeat to the part-timers of the Faroe Islands. How could the Leicester miracle worker and the Greek fiasco-maker be the same man? </p>
<p>Our preoccupation with the leader underestimates the importance of the leader’s followers and the part played by luck. Luck is especially important in a low-scoring game of 90 minutes. Here, an inferior team can often beat a superior one. It’s partly what makes football such a great game. </p>
<p>Over an entire season, however, luck plays a smaller role and only a fool would argue that Leicester’s success was due to good fortune alone. Yet a whole range of fortunate circumstances and coincidences, including injuries to key players, poor form and crowded fixture diaries of their key rivals, conspired to bring it about. </p>
<p>To their great credit, Leicester players on the field repeatedly snatched victory from the jaws of defeat, such as when they scored three goals in the last 20 minutes to <a href="http://www.premierleague.com/en-gb/matchday/matches/2015-2016/epl.html/leicester-vs-aston-villa">beat Aston Villa</a>, or grabbed three points with last ditch efforts when lesser teams might have settled for a draw, as in their 1-0 wins against Tottenham Hotspur and Norwich. Nobody should diminish their achievements as the manager watched from the sidelines. </p>
<h2>It’s not the winning…</h2>
<p>But beyond the usual platitudes regarding the importance of motivation, teamwork, synergy and the like, the lessons of Leicester City’s great achievement for management are modest. Managing a university, a political party or a business is
very different from managing a football team. Most organisations do not face their rivals on a football field every week. Most organisations are not made up of small groups of <a href="http://www.skysports.com/football/news/11661/10243227/premier-league-wages-reach-new-record-high-of-1632bn">fabulously paid</a>, under-educated young men, nor are they watched weekly by thousands of fans thirsting for instant success. Most organisations do not play in a winner-takes-all game, where only victory counts. </p>
<figure>
<iframe width="440" height="260" src="https://www.youtube.com/embed/IF0WtBipE58?wmode=transparent&start=0" frameborder="0" allowfullscreen=""></iframe>
<figcaption><span class="caption">Management speak.</span></figcaption>
</figure>
<p>But let’s give Claudio Ranieri his due. With support from others, not least his players, he contributed to something close to a miracle. Most institutions, such as hospitals, universities, businesses and government departments, however, should neither aim for miracles nor demand them of their leaders. Delivering a sound service to their constituents, respecting their communities and the environment, conducting their business in an ethical manner and supporting their own staff are much more important goals than chimeric ambitions of being Number One in this or World Leader in that.</p><img src="https://counter.theconversation.com/content/59477/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Yiannis Gabriel does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>The beautiful game is not a normal business.Yiannis Gabriel, Professor of Organizational Theory, University of BathLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/588402016-05-04T13:40:03Z2016-05-04T13:40:03ZThe six steps to team spirit that helped Leicester win the league<p>Leicester’s story is one of the most, if not the most, remarkable in sporting history. At 5,000/1 to win the Premier League at the start of the season, the bookies <a href="http://www.bbc.co.uk/newsbeat/article/36138413/10-things-bookies-thought-more-likely-than-leicester-winning-the-premier-league">thought it was more likely</a> that Elvis would be found alive (2,000/1) or that the Loch Ness monster would turn up (500/1). There has been much discussion about the spirit in the squad, but it’s worth nailing down exactly what we mean here using the latest research in team psychology. It helps tell us how such a long shot can transpire, but only if all the psychological pieces fall into place.</p>
<p>Research I have been conducting with <a href="http://www.sussex.ac.uk/profiles/95042">Rupert Brown</a> and <a href="http://www.sussex.ac.uk/profiles/132528">Vivian Vignoles</a> suggests that team identity can be used to predict perceived and actual team performance. Using a unique sample of amateur and elite level teams including Olympic, military and Premier League squads, we suggest potentially six psychological foundations – or what are termed identity motives – that can cause individuals to identify with a team. Leicester City, knowingly or not, appears to have the lot.</p>
<h2>Distinctiveness motive</h2>
<p>While managers like Manchester United’s Louis Van Gaal fret over <a href="http://www.unitedrant.co.uk/data/data-rant-van-gaals-obsession-with-passing/">pass completion stats</a>, the newly crowned champions play a fast-paced counter-attacking brand of football. Indeed, the Foxes have the worst <a href="http://talksport.com/football/premier-league-stats-best-pass-completion-rate-revealed-death-tiki-taka-160209184414">pass completion rate in the league</a>, but they’re not afraid to play three misplaced passes if the forth one leads to a goal. This distinctive style is part of their identity, which crucially informs how they play on the pitch. </p>
<h2>Belonging motive</h2>
<p>Players, especially in the Premier League, need to feel loved and accepted and view the team as inclusive. Given the alleged <a href="http://www.bbc.co.uk/sport/football/34710500">player revolt</a> against manager Jose Mourinho at Chelsea, it’s easy to see how damaging it can be when teams fail to create the inclusive environment needed to build a strong team identity. </p>
<p>Quite how this is done is hard to distil into a single idea. Perhaps the strong bonds between Leicester players were forged during their Christmas night out dressed up as <a href="http://www.dailymail.co.uk/sport/football/article-3532158/Leicester-s-title-charge-team-bond-says-Kasper-Schmeichel-keeper-claims-nights-helped-spark-success.html">ninja turtles</a>, or perhaps when boss Claudio Ranieri buys them all Pizza for <a href="http://www.skysports.com/football/news/11095/9994945/leicester-boss-claudio-ranieri-offers-players-pizza-for-a-clean-sheet">getting a clean sheet</a>. Or even, maybe, when left-back joker Christian Fuchs played <a href="http://www.mirror.co.uk/sport/row-zed/jamie-vardy-christian-fuchs-playing-7638641">egg roulette with striker Jamie Vardy</a>. Whatever they are doing, it’s certainly working.</p>
<h2>Continuity motive</h2>
<p>Although Ranieri came into the Leicester setup at the start of the season, when the club sought to build on its already remarkable escape from relegation the previous year, he noticed the style and strength of the team. Unlike other managers, he has persisted with most of the first team players he inherited and not tried to drastically alter the team or impose his philosophy. A tip there, perhaps <a href="http://www.telegraph.co.uk/sport/football/teams/manchester-united/12060918/Louis-van-Gaal-has-to-change-his-philosophy-at-Manchester-United-to-save-his-job.html">for Van Gaal</a>). </p>
<p>Players also know that he will be there next season, which can’t be said for either of the Manchester clubs. This continuity from past to present to future has enabled the Foxes to build on the legacy of the club, another cornerstone of a strong team identity.</p>
<h2>Meaning motive</h2>
<p>Players need to feel they have an important purpose and role in the team. Ranieri has dealt with benching players brilliantly. Leonardo Ulloa was a big deal when he signed from Brighton for £8m in 2013. But with the form of Vardy and Riyad Mahrez, the Argentinian was left on the bench for most of the season. </p>
<p>Crucially though, he wasn’t left out in the cold. Ranieri made sure that Ulloa understood he still had an important role to play in team. <a href="http://www.theguardian.com/football/2016/apr/24/leicester-swansea-city-premier-league-match-report">His recent goals</a>, in Vardy’s absence through suspension, had a big impact on Leicester’s title tilt.</p>
<h2>Efficacy motive</h2>
<p>Our research suggests that if members view their elite teams as capable of achieving their objectives, they are more likely to identify with the team. And what was Leicester’s objective? To <a href="http://www.eurosport.co.uk/football/leicester-s-claudio-ranieri-says-his-aim-was-to-avoid-relegation_sto5424274/story.shtml">avoid relegation</a>. Leicester chairman, Vichai Srivaddhanaprabha, told Ranieri at the start of the season: </p>
<blockquote>
<p>Claudio, this is a very important year for the club. It is very important for us to stay in the Premier League. We have to stay safe.</p>
</blockquote>
<p>Having seemingly achieved their goal within the first few months, Leicester were then able to play with a freedom and expression not seen by others. Take Chelsea. Once the players realised the title was out of reach (their objective before the start of the season), they appeared to start playing for themselves, rather than the team. </p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=398&fit=crop&dpr=1 600w, https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=398&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=398&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=501&fit=crop&dpr=1 754w, https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=501&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/121202/original/image-20160504-11494-7dr9qa.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=501&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">All for one?</span>
<span class="attribution"><a class="source" href="https://www.flickr.com/photos/atomicshed/161716498/in/photolist-fhQFu-iNpH9k-gwcgC-gcYGb-nCTzZu-nmBRJw-dxNhMS-p86kzL-bnJLFJ-9E34iB-9E5Vbu-rgULBh-nB4NMQ-8fpnfC">John Cooper/Flickr</a>, <a class="license" href="http://creativecommons.org/licenses/by-nc-nd/4.0/">CC BY-NC-ND</a></span>
</figcaption>
</figure>
<h2>Esteem motive</h2>
<p>The final identity motive relates to esteem. If team members feel positive and proud to be part the a team, they are more likely to identify with it. Leicester players must be incredibly proud of being part of a unit that has surpassed all expectations. There is no fear of failure, as they never expected to finish in the top half of the table, let alone challenging for domestic honours. </p>
<p>If the likes of Leicester captain and defender Wes Morgan have a bad game, no one will say anything. In contrast, Wayne Rooney was heavily <a href="http://www.mirror.co.uk/sport/row-zed/wayne-rooney-tweeted-congratulations-england-7637256%22%22">criticised</a> on Twitter after England’s friendly win over Germany, even though he didn’t kick a ball. Leicester’s positivity underpins a strong team identity.</p>
<p>There is no doubt that Leicester have some good players, but looking at the whole squad and comparing it to the so-called “top” clubs, it’s easy to see why they were such long shots to lift the title. The Foxes’ remarkable triumph demonstrates how six elements of team psychology can build a strong team identity, that in turn can radically transform a collection of players into something far greater than the sum of its parts. Mind you, as a Spurs fan, I can’t help but wish they had chosen a different year.</p><img src="https://counter.theconversation.com/content/58840/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Will Thomas receives funding from Economic and Social Research Council and the Centre for Team Excellence. </span></em></p>Egg roulette, terrible passing stats and the odd pizza. The psychology that builds success.Will Thomas, PhD researcher in elite team psychology, University of SussexLicensed as Creative Commons – attribution, no derivatives.