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Beobachtungen & Coaching |
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Quelle: FIBA Assist Magazine Ausgabe 11 / 2004 | Autor: Paul Brazeau |
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Die Performance eines Schiedsrichters verbessern |
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How often has the following scenario occurred? The game concludes and all of the participants retreat to their respective locker rooms. The game officials have also returned to their dressing room and the officiating Supervisor stops by to see them. The Supervisor offers this comment: "Well done out there tonight! You all performed your Jobs admirably. Good game!" End of meeting. Supervisor leaves and game officials continue with their post-game routines.
The NBA continues to strive for excellence throughout its officiating ranks. As part of that quest, a designed evaluation System continues to be processed and refined which will give the officials tangible feedback to speed his/her development process. Some of these ideas may be applicable across the sporting spectrum. DEVELOPMENT BASED ON OBSERVATION The goal of any official's evaluation program should focus on how to identify areas for personal development. Based on recorded observations and data, a road map can be illustrated through which each individual official can drive his or her own growth and improvement. The assumption that the each official wants to reach the pinnacle of his or her profession is weaved into the development goal.
MANAGER AS A DIAGNOSTICIAN As the manager of a group of officials, every effort must be made to gather as much data and as many observable situations as possible, so to correctly diagnose any development issues. The diagnostician must be able to identify potential problem areas; determine what problems are currently affecting performance; and be able to dissect and gather input about the problem. When the data is gathered and the manager has identified the problem areas, he/she needs to be ready to formulate recommendations that can be used by the official for development. Once the manager has reach a conclusion as to what is the best course of action to address the identified issues, a performance message highlighting the actions must be crafted and delivered to the individual official. A COMMON SET OF STANDARDS It is imperative that the officials know the "Standards" or benchmarks on which performance is judged. These Standards will establish targets toward which the officials can strive. The Standards will also help to establish training programs and will reduce the learning time for new officials. The Standards should include key areas such as:
PLAYCALLING Regardless of the sport and circumstances of the game, the calls made by the Game Officials must be accurate and consistent. These two benchmarks need to be applied evenly for each team; for each participant and at all times throughout the game. A confident and skilled official will make the correct call irrespective of the consequences or complaints that could arise from a particular side. Positioning by the official during the game is a key observable indicator to which the Officiating Manager should pay dose attention. GAME PRESENCE An official, who displays a respect for players, coaches, team personnel, media, arena staff and fans will go a long way towards gaining acceptance as a Professional. This professionalism guideline is exhibited by an official's well-kept personal appearance; through a composed in-game demeanor and through effective communication skills - both verbal and non-verbal. Areas for the Officiating Manager to focus on regarding game presence and professionalism include: FITNESS An official can gain respect from participants by displaying an athletic appearance and appropriate weight. Meeting all requirements for athletic Standards throughout the season is both attainable and measurable. The Officiating Manager will have the benefit of accurate and easily obtain-able data on which to make an evaluation for each official. PERSONAL QUALITIES Quite possibly, personal qualities is the hardest area for the Officiating Manager to measure, evaluate and change regarding an individual official. Whether the individual works to improve his /her own performance and skill is in large measure a function of the inner makeup of that individual. Being able to respond to constructive criticism; to be honest in self-assessment and to understand the areas where development is needed are all prerequisites for improving. Motivating the official to seek developmental advice and to follow curricula for improvement is an important task for the Officiating Manager. The sharing of experiences and wisdom by senior officials to junior officials should also be encouraged and fostered. DUTIES AWAY FROM THE GAME Rules knowledge must be an absolute! Understanding and being able to apply the full scope of the game rules in all situations needs to be a part of each official's "tool bag." There cannot be any excuses for failing to know the rules of the game! An official will lose all credibility with the various constituencies - participants, fans, team personnel, media, etc - by being deficient in this area. In addition, the willingness to attend to pre-season and pre-game preparation demonstrates a respect for the Job at hand, as well as for the integrity of the game itself. REPLYING THE STANDARDS The Standards discussed previously can exemplify officiating excellence. While each Standard is extremely important, they are not all created equal. Play calling and game presence need to be the foundation for each official while fitness, personal qualities and duties away from the game help officials to excel at play calling and game presence. GAINING THE OBSERVATIONS A simple "grading" of each made call and of each play that was subject to the possibility of a call can lead to finding a developmental issue. A scale of: "Correct; Incorrect"; or "Inconclusive on Calls that are Made" and "Incorrect or Correct "non-call" on Plays" that someone may question will provide a launching pad for identifying potential problem areas. CONSTANT AND NEVER ENDING IMPROVEMENT Having excellent officials and an experienced staff will require that the development process be consistent, ongoing and never-ending. Improving skills can further enhance the competitiveness of the participants and will insure fairness of play. A BETTER SCENARIO? The game concludes and all of the participants retreat to their respective locker rooms. The game officials have also returned to their dressing room and the officiating Supervisor stops by to see them. The Supervisor offers these comments: "Well done out there tonight! Great Job of coming together as a crew and correcting the dock malfunction at 4:32 of the second half. Also, when you calmly explained to the coach why he could not substitute at the 4:00 minute mark of the 1st period, you diffused a potentially difficult Situation and helped the team to avoid a technical foul. Good game! Let's meet tomorrow to review the gametape." |
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Paul Brazeau, the Director of Basketball Operations/Officiating Performance Analysis, joined the NBA in 2001, after serving as the head coach at the University of Hartford for eight seasons, and also as assistant coach at Ohio State and Boston College. He works with Stu Jackson, Senior Vice President, Basketball Operations, in planning league meetings and seminars; dealing with on-court and team issues; and developing and maintaining relationships with general managers, coaches, players and team officials. In addition, he is responsible for monitoring the daily performance of NBA referees.
While the praise for a Job well done is nice to hear, what did the Supervisor mean by those comments? How does the official leave the locker room and know what actions caused the "good game" and which of those actions need to be repeated for another "You all performed your Jobs admirably"? For a more effective scenario to occur, a process must be in place for game officials to be evaluated, receive specific feedback and continue to improve.
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Aktualisierung:
8. Januar 2005