Deliberate imagery practice: the reliability of using a retrospective recall methodology

This study examined the reliability of a retrospective recall methodology for providing evidence of deliberate imagery practice. A secondary purpose was to determine which imagery activities constituted the sport-specific definition of deliberate practice (Starkes, Deakin, Allard, Hodges, & Hayes, 1996). Ninety-three Canadian athletes from one of three different competitive levels (regional, provincial, and national) completed the Deliberate Imagery Practice Recall Questionnaire, which was specifically designed for the present study. The athletes also completed a 1-week imagery diary to assess their use of 14 different imagery activities. The results of the study indicated that the athletes were able to reliably estimate their use of imagery over a short recall interval. Four imagery activities were also determined to fulfill the sport specific definition of deliberate practice.     

Investigating ambivalence towards organisational change in a Football Championship Subdivision intercollegiate athletic department

To date, few scholars have examined organisational change in the sport industry, with the majority focusing on forces driving change. Only a handful have investigated responses to change, primarily centering upon factors contributing to resistance. Historically, most work in measuring attitudes has placed them on a bipolar continuum ranging from negative to positive. Recently, though, researchers have presented data to support an indifference-ambivalence attitudinal dimension characterised by evaluative tension. There have been few studies, however, that have examined ambivalence towards organisational change. Therefore, this research was undertaken to investigate ambivalence towards organisational change in a Football Championship Subdivision intercollegiate athletic department in the U.S. Through a case study, we demonstrate that ambivalence was a salient response to change, and that intrapersonal conflict, perceived lack of institutional support, managerial turnover, and previous negative experience with change served as antecedents. We then highlight the theoretical and practical significance of our study.