BJP will reach 330 seats: Surjit Bhalla

 

Shiv Khera: On Becoming a Leader

 

The case for sledging

Sam Perry in Cricinfo

Around a decade ago a 20-year-old man walked to a suburban wicket with his team in a precarious position. The previous week they had conceded a glut of runs to a rampaging opposition that included a recently discarded international player. In a message to selectors and anyone else who wanted to listen, the deposed veteran made a score that dropped jaws.

And so the 20-year-old strode to the crease, his team 40 for 4 in reply. Two overs remained before lunch. Slightly shaking but presenting the bravest face possible, he asked for centre. In an attempt at familiarity, he addressed the umpire by name. It was a disastrous overcompensation, seized upon gleefully.

"Do you know him, mate?" offered the point fieldsman. Chuckles ensued from those in earshot. The batsman glanced behind him to see four slips waiting. Each stared, stony-faced, directly back. Two had arms folded, two had hands behind their backs, like policemen strolling their beat. Robocop wraparound sunglasses were the day's fashion, as was the gnashing of chewing gum. The batsman probably shouldn't have addressed the umpire by name. It played on his mind.

"Rod, do you know this bloke?" came the follow-up from first slip. It was the veteran record-breaker, speaking to the umpire, capitalising on the moment. All heads turned to the man in white, now a central character in the contrived pantomime. Rod chuckled. "Nope!" he replied, followed by more laughter. A ball hadn't yet been bowled.

The veteran continued, "Mate, what's going on with your socks?" Now we had a problem. Unbeknown to the batsman, he had tucked his socks into his pants before affixing his pads. "Is this Under-12s? Rod, am I playing Under-12s?" Guffaws followed from all but the already humiliated batsman. He was out for 5, caught at gully off the last ball before lunch.

Sledging has utility and that's primarily why it exists. While few of us ever will, were we to step into the private confines of a professional dressing room, we would likely find believers. You won't hear this publicly, though, as the word itself has become villainous to cricketing morality. Very few are willing to openly defend sledging, though many privately believe in its value. Pragmatism often trumps principle.

So in this Trumpian world, perhaps it's time to air the views of a silent majority. Maybe sledging is effective. Maybe sledging makes a difference. Maybe sledging helps teams win.

We accept that cricket is a mental game, and let's face it, the majority of us cannot control ourselves very well mentally

Contrary to popular conception, sledging is rarely a series of witty one-liners of the sort found in internet listicles. Nor is it often outright verbal abuse. In large part it's merely a stream of hushed expletives, passive-aggressive body language, conversations between team-mates, and assorted noises, the worst of which is laughter.

We accept that cricket is a mental game, and let's face it, the majority of us cannot control ourselves very well mentally. We are not purveyors of unadulterated Zen and focused positivity. We are mostly flawed individuals, who carry our nerves, insecurities and awareness of weakness into most of life's important moments. We all learned at an early age that humiliation, embarrassment, and feelings of not belonging compromise our confidence. Ergo, if you accept that confidence is critical to cricketing success, then isn't it the opposition's imperative to weaken it?

Which brings us to sledging's ethical considerations. Among the many and overlapping guiding principles for a player's behaviour, particularly at the professional level, standing as tall as any is this: "What will help us win?" It's here that we confront sledging's mythical line. For most, the line is simply about what you can get away with. Or as Nathan Lyon described it, "We try to head-butt the line." If there is an upside or edge to be exploited in pursuit of victory, aren't players arguably justified in doing so? When it comes to sledging, for many the question is less "Is this right?", more "Will this work?"

Of course, it doesn't always work. Some personalities thrive under sledging, while others are immune. But these are rare birds. It's more likely than not that sledging hurts us. If we succeed, we do so in spite of it and not because of it. And so in our new, Trump-led world, where the prevailing doctrines seem to be less about honour and more about winning, it is fitting to view sledging as a viable tool in the arsenals of fielding sides. No one will say so, mind.
Beyond its capacity to mentally disrupt the opposition, in some countries sledging seemingly has a cultural allure too. You don't have to travel far on YouTube to witness the bipartisan adoration for former Australian prime minister Paul Keating, whose ability to deliver withering verbal takedowns and comebacks is arguably without peer. He is adored for his capacity to verbally undermine his opposition, and it's understandable that many may seek to emulate that when it comes to facing opponents of their own.

This potent yet fragile tool for psychological disruption remains as alive as ever. Ask any batsman whether they'd prefer to be sledged when they bat or not, and the honest answer will be no. And it is for this reason that they will engage in sledging themselves when fielding. While many might express a glib, deep-voiced indifference to "chat", we would all much prefer friendly, welcoming, encouraging environs when out in the middle. The reality, however sad or unethical, is that sledging usually makes one's innings more difficult. So long as professional pragmatism and the doctrine of winning prevails, so will sledging, whether publicly acknowledged or not.

'If you don't have the right culture, it's hard to be a high-performance team'

Former South Africa rugby captain Francois Pienaar talks about his role on Cricket South Africa's review panel. INTERVIEW BY FIRDOSE MOONDA in Cricinfo



"I have been really privileged to get involved in high-performance teams that have won" © Getty Images



Despite consistently boasting some of the best players in the world, South Africa remain the only top-eight team that has never reached a World Cup final or World T20 final. After a year in which both the men's and women's teams crashed out of a major tournament in the first round, while the Under-19 team failed to defend their title, Cricket South Africa are determined to discover why and have appointed a four-person panel to investigate.

The highest-profile person on that panel is Francois Pienaar, the Springbok (rugby) World Cup-winning captain in 1995. He and coach Kitch Christie hold an enviable 100% winning record, while Pienaar also enjoyed great success at domestic level. It is hoped some of his knowledge will rub off on the cricketers.

Pienaar spoke at the launch of the Cape Town Marathon, for which he is an ambassador, about his involvement with Cricket South Africa's review panel, what it means to be a high-performance team, and how to create a winning culture.

Why did you agree to be involved in the CSA review? 

Passion. I love this country and I have been involved in cricket - I've played cricket at school, I played Nuffield Cricket, I was involved in the IPL marketing when it came here in 2009. As a panel, we all know things about high-performance and closing out games. I have been involved in a number of initiatives where we've put structures in place and they have borne fruit. This is just a privilege, to be honest.

How will you and your fellow panelists approach the review?

What we will try and learn is what the trends over the last ten years are. We will look at trends, selection, stats and come up with recommendations.

What do you, specifically, hope to bring to the review? 

A different thinking from not being in the sport, coming from outside the sport. I have been really privileged to get involved in high-performance teams that have won.

Can you talk about some of the teams you were involved with and how they achieved what you call high-performance status? In 1993, the Lions won 100% of their games. 

In 1994, we won 90%. As captain and coach of the Springbok rugby team, Kitch Christie and myself, we never lost. There was a certain culture of that side and a way of doing things. Our management team fulfilled high-performing roles in getting us to get a shot at the title. Even then, there are no guarantees. When you get to the final, it's a 50-50 call and it's the smart guys who work out the margins. It's all about the margins.

Then I went over to England and rugby was really amateur. I was a player-coach at Saracens, I needed to put those processes in place and, luckily, took the team to win their first ever cup. Those sort of things I am really proud of.




A brand to admire: the All Blacks have won the last two World Cups © Getty Images


Have you seen anything similar to that in cricket?

I had a magnificent session with the Aussies before the Ashes in the early 2000s. They asked me to do a session on margins and big games and how to close out games. I was sort of embarrassed. The best cricket team in the world by a long shot was asking me, but I found it so interesting. My payment there was that I got an insight into how they run their team. Steve Waugh as a captain and a leader - wow! I got so much from that.

What makes a high-performance team?

Culture trumps strategy for breakfast. If you don't have the right culture in any organisation, it's very hard to be a high-performance team. The brand must be stronger than anything else. CEOs and coaches and captains come and go but you have to understand the culture and the core of why teams are high-performance teams, and you can't tinker with that. As soon as you start tinkering with that, then you stand the risk of not remaining a high-performance team.

Look at the All Blacks brand [New Zealand rugby], and how they nurture and love and embrace that brand. One of the nicest things for me was at the last World Cup when Graham Henry, who coached them when they won the World Cup in 2011, was coaching Argentina and New Zealand were playing against Argentina in the opening match at Wembley. I was there. My question would be what would happen in South Africa if a team of ours - cricket, rugby, soccer - if the coach who had won the World Cup in the previous outing is now coaching the opposition in the opening match. Would we invite him to lunch with the team the day before the game? I think not. They did that. The All Blacks invited Henry because he loves the guys, he is part of that brand, part of that passion, so why should they not invite him? They knew, if we are not smarter than him, if we don't train hard, then we don't deserve to win. It's about the culture.

Then afterwards, Sonny Bill Williams gave away his medal. Was it him or part of the culture? I would think it's part of the culture. Same with Richie McCaw. Why did he not retire in the World Cup? Because if he did, it would have been about him and not about the team, and he knew it needed to be about the team. That's my take.

How do you create a winning culture? 

Let's go back to rugby. Every World Cup that has been won since 1987, the core of that winning national team came from the club side that dominated. So that side knew how to win. Like in 1995, the core of our team was from the Lions. If you infuse that culture with incredible players, they will enhance the way you do things.




"We will look at trends, selection, stats and come up with recommendations" © IDI/Getty Images


Are there other elements that go into creating a winning team?

Form is very important and so are combinations - they have to work very well - and then there is leadership. How do the leaders close a game down, how do they make decisions, and how do you work with other leaders in the team to do that?

Rugby is a fairly simple game: it's about how easy you release pressure, your exit strategy, and how you stay unpredictable on attack. For that to happen, there are certain elements that need to fall into place. But the overarching thing is, do you have the right culture, have the right guys in form, have the right combinations and the leaders? Can they execute? And by leaders it's not only the captain, it's the coaches, the management staff. If you can do that right, you will be competitive a lot of the time, and if you can bottle that so that when the next guy comes, you pass the baton - you can't change that. Bottle it, understand it, love it. You'll be on the right track.

Is one of South Africa's problems that they have not found a way of gaining or transferring that knowledge? 

The transfer of knowledge is something I am quite interested in discussing. Do we do that, and what are the reasons for us not doing it? In rugby, we've never had that culture. We don't have ex-coaches, for example, involved. We have got universities, schools - how can we bottle that, how can we work together? The transfer of knowledge and the sharing of ideas, we need to rekindle that.

Will transformation form part of the review? 

Everything is open for discussion and it should be. If you want to do a proper job, you should have the opportunity to ask questions about all elements that enhance high-performance.

England's Ashes Win - Despite, not Because

Maxie Allen in The Full Toss

England would not have won the Ashes had Kevin Pietersen not been sacked without explanation. Alastair Cook is the greatest captain in test history. Paul Downton is a national hero of rare prescience and foresight.

I need exaggerate only a little to make the point. History is being re-written. Scores are being settled. A sickly river of errant and retaliatory bilge is slithering its way through the media crickosphere.

Why does it matter? At the risk of coming over all Ed Smith, allow me to quote George Orwell:

He who controls the past controls the future. He who controls the present controls the past.

Newspapers write contemporary history. They set the agenda and become the accepted version of events. The press influence people whose opinions affect cricket followers – from the wider public, to politicians, sponsors, and sports administrators.

Who is the head of UK Sport more likely to read? Mike Selvey, or Being Outside Cricket?

The hacks have power, but some of them are distorting reality to serve a bizarre agenda.

Let’s get one thing straight. England did not win the Ashes because a masterplan came gloriously to fruition. England’s triumph over Australia did not reveal the decision-making of February 2014 to be an act of visionary, methodical genius.

England won despite what happened, not because of it.

Let’s remember the precise sequence of events. First, Peter Moores was hired with a mandate to re-build the England side. He was chosen even though he was the only candidate who’d already failed in the role, and to almost universal opposition. He promised more of the same micro-managing, data-driven, strait-jacket approach which by then had already been discredited under Andy Flower.

How did he get on? Moores took England backwards, not forwards: losing to Sri Lanka, crashing out of the World Cup at the group stage, and drawing with West Indies, a record only offset by the series win over a woeful India.

It was meant to have been Peter Moores who masterminded England’s Ashes campaign. At the last minute the ECB had no choice but bow to the inevitable, prompting a panicked sacking and replacement process. In dismissing Moores, Andrew Strauss managed to avoid doing the really stupid thing – not sacking him – but it was hardly act of remarkably prescient cricketing genius.

And what of the new materials around whom the side was re fabricated? Sam Robson and Gary Ballance have both since been dropped, as have Chris Jordan and Liam Plunkett. Chris Woakes, for reasons both of form and injury, has also fallen off the radar. Jos Buttler has yet to make a century and has scored only 79 runs at 13 in this Ashes series.

The ECB’s stated plan, eighteen months ago, was to build the New England around Alastair Cook. Since then he has scored two centuries in seventeen tests, the output of a supporting actor, not the lead. In the 2015 Ashes so far, Cook has made 223 runs in seven innings, at 31.85. In terms of England averages for the series, he stands sixth.

Has Cook’s captaincy improved England’s form? He’s now more prepared to try quirky tactics – if England are on top. He will declare, nine down, shortly before lunch – if England are already leading by more than 300. As Unhappy Hippy remarked on Twitter, “Cook’s captaincy capably managed matches we should win”.

If Cook has changed his approach, he waited until at least a year after the tour of Australia to do it. If Cook is made of the right stuff, why has he progressed at barely a glacial pace? In nearly three years at the helm, Cook has now led England captain in 37 tests. Only five men have ever captained England on more occasions.

Would England not have beaten Australia without Cook’s captaincy? What did he do in this series which turned sessions in England’s favour? Was this a case of his intrinsic virtues carrying the day, as they were inevitably destined to? Or an extension of the Collingwood Principle – that if anyone captains long enough, refusing to resign, they will eventually enjoy a series when things go their way?

The jury remains out on the most important dimension of Cook’s captaincy. He has always been prepared to rotate the bowlers – any idiot can do that – and try an offbeat field placing. Cook’s real weakness is his impotence in the face of adversity. When the batsmen are on top – as Australia’s were at Lord’s, or when England lose control in the field – as they did last year against Sri Lanka at Headingley and India – Cook retreats into his shell instead of taking the game by the scruff of the neck. These situations are the true test of a captain’s mettle, and Cook invariably fails – shrugging his shoulders at slip and ceding control to Anderson and Broad.

By retaining Cook as captain, were the ECB sagacious and far-sighted, or did they just get lucky? When they reaffirmed him, time and again, after each disappointing result, what were the qualities they saw in him which have now become evident this summer? And how did they influence the result?

Have England been better off without Kevin Pietersen? His replacements – in this series, Ballance and Bairstow (it is telling that a change was needed) – have scored 177 runs in six innings. Would Pietersen have scored fewer?

It is impossible to say with any confidence whether his absence helped foster a better team spirit, and if so, whether this atmosphere contributed significantly to England’s Ashes victory. Any assertion on this front is pure guesswork.

But no evidence has ever been presented that, when he played for England, Pietersen’s involvement proved detrimental to the team’s output. He was a member of England sides which won four Ashes series, beat India away, became world number one, and won the World T20. There is also ample testimony from younger players about Pietersen’s provision to them of support, advice, and help in the nets.

So if you return to England’s 2014 masterplan, and trace the narrative threads through to their victory at Trent Bridge, what do you end up with?

And why regard this Ashes series as the ‘end of history’? It is an arbitrary choice, which insults England’s other opponents. Why not draw the line at the West Indies tour in April, and take final conclusions from that result? Or extend the story to include the upcoming visits to UAE and South Africa. If England fare badly overseas this winter, where does that leave the narrative?

In beating Australia, England bowled extremely well, and batted well enough. Joe Root’s runs and Stuart Broad’s wickets were by far the most important individual contributions. Of the other players who materially affected the outcome, only Moeen Ali was an addition to the team since the Difficult Winter. You could add Mark Wood, at a push. Steve Finn, Ben Stokes, and Jonny Bairstow, all pre-date Paul Downton’s Brave New World.

England benefited greatly both from Australia’s appalling batting, and home advantage. All but one of the last eight Ashes series have been won by the hosts.

Another factor was England’s fresher and more liberated approach – their cricketers seemingly encouraged to play their natural games, on instinct, without hindrance from laptops and hypotheses. This cultural change is probably attributable to the influence of Paul Farbrace, acting coach during the New Zealand series, and Trevor Bayliss. Yet it had not been the advance plan for either man to take charge of the team. Had Peter Moores remained in post, as the ECB had intended, what would have happened?

None of this devalues the performance of the England players who scored the runs and took the wickets which beat Australia. Quite the opposite. They defied expectations. They outplayed their rivals. They won the Ashes. To those players – and to a minor extent their new coaches – is the credit due. To lay it at anyone else’s door is to denigrate their achievement.

Try telling that to what Mike Selvey might call the “vocal minority” of professional cricket writers hellbent on distorting reality to settle scores. Some are motivated by the redemption of their friends. What was regarded ‘below the line’ as the legitimate holding to account of people in power, they saw as the vulgar abuse of “good men”.

More acutely, for some, this their opportunity for revenge on what Ed Smith calls ‘the mob’. We had the temerity to challenge their judgment. We had the impudence to suggest that people who had neither played three test matches, nor once sat next to Kevin Pietersen on a plane, but had spent their whole lives following England, might still be able to form a valid opinion on cricket.

In both cases, we neglected to respect our elders and betters. And this is payback time. In yet another journalistic first for the English cricket media, this is a cue for an attack on their own readers.

If some in the press are exploiting the Ashes result to vindicate their actions, this is small fry compared to what the ECB will do, and what their supporters will say. In theory, everything the board has done, and everything the board will go on to do, can be justified by what happened this summer. The reclamation of the urn proves the soundness of their rationale, the goodness of their governance, and the righteousness of their moral code.

As Dave Ticker put it, on Twitter: "Giles Clarke selling out to Stanford doesn't look so silly now England have won the Ashes, does it."

Persecute, bully and betray England’s highest ever run-scorer? We won the Ashes. Extort spectators and test-hosting counties? We won the Ashes. Lock cricket behind a TV paywall? We won the Ashes. Hand the Sky windfall to the counties and bill Sport England for the grass-roots funding? We won the Ashes. Ruin the World Cup? We won the Ashes. Turn international cricket into a protection racket for the Big Three? We won the Ashes.

Dare not question our judgement. We know what’s best for you. Please move along.

Jeremy Corbyn: The Jose Mourinho of politics is playing in the Premier League at last

Simon Kelner in The Independent


When he narrows his eyes and stares into the camera, there is something of Jose Mourhino about Jeremy Corbyn. “The Special One” of Labour’s left wing may be a bit older and have less of a confident swagger, but he has the tousled grey hair, the deep-set eyes and the craggy, unshaven look of the all-conquering Chelsea manager.


There the similarity may end, because Corbyn is not a natural born winner. It is true that he has lived much of his political life on the fringes of the Labour Party, the vocal champion of special interest groups like the Palestinian Solidarity Campaign, Amnesty International and the Campaign for Nuclear Disarmament.

He’s never played in the Premier League of politics, and the sense is that he rather enjoyed his position as something of a provocateur, a man who, when the occasion demanded, could act as Labour’s conscience, reminding his colleagues that this is the party that should look after the poor and the disadvantaged, not the rich and the privileged.

He’s “a romantic idiot who wants high taxes”, according to Labour peer Lord Sewel, although the opinion of a 69-year-old man wearing an orange brassiere while snorting coke off a prostitute’s bosom might be considered inadmissible.

Nevertheless, it’s true that Mr Corbyn is a romantic, and not just because the thrice-married MP seems to find it quite easy to fall in love. He’s a conviction politician, a man who has the rather old-fashioned notion that his ideals shouldn’t be compromised in the pursuit of power. And now he stands, almost accidentally, on the brink of the leadership of the Labour Party and people are suddenly asking: How the hell did that happen?

For the past few weeks, Labour stalwarts have been trying to discredit Mr Corbyn and his wild, left-wing views, like his wanting the railways to be renationalised or saying the wealthiest in society should pay higher taxes or campaigning against tuition fees. Tony Blair has warned that the election of Mr Corbyn as leader would be a gift to the Tories, while others have said that moving the party to the left would make it unelectable (they seem to have forgotten that there is recent evidence that Labour is pretty unelectable as it is).

Now, however, a new narrative is getting traction. Jeremy Corbyn is ahead in the race because he believes in something, and is consistent in those beliefs. Andy Burnham, one of his rivals, has acknowledged this by saying that Labour “has become a purveyor of retail politics, trading in the devalued currency of policy gimmicks designed to grab a quick headline”. He added: “It is in this context that we need to judge the current leadership race and ask why Jeremy Corbyn is having such an impact.”

Mr Corbyn, like Nigel Farage, is unafraid to say the unpopular, and both are brave enough to eschew middle-ground politics because it’s not where their heart is. Tony Blair gives the game away somewhat when he talks about politics in terms of winning and losing. “Personally, I prefer winning,” Blair said.

The irony is that because Jeremy Corbyn is a principled man (a legendary paltry expenses claimer) and is true to his values and beliefs, he might – in this election, at least – end up being a winner, too.

Mickey's problem - The sacking of Australian cricket coach Mickey Arthur

Australia's recently replaced coach came up against an Australian cricketing culture struggling to come to terms with a new reality

Ed Smith

June 26, 2013

A

	Arthur's track record of success with South Africa does not "prove" he is a brilliant coach any more than his track record of relative failure with Australia proves he is a bad one © AFP  Enlarge
Related Links Daniel Brettig : Arthur let down by coach-killers News : Lehmann's cultural remedy for Australia Players/Officials: Mickey Arthur | Darren Lehmann Series/Tournaments: Australia tour of England and Scotland Teams: Australia

One of the questions asked of Australian cricketers during the Mickey Arthur era was, "How did you rate your sleep?" The idea was to encourage a holistic approach to match preparation, in which mind and body worked together in blissful harmony.

From today, if a player complains about a poor night's sleep under the new coaching regime of Darren Lehmann, he should expect the burly left-hander to reply: "Should have had an extra couple of beers last night then, mate." As for hydration, Rod Marsh used to say that if you had to take a toilet break during the hours of play then you obviously hadn't drunk enough the night before. Being a bit thirsty in the morning has its benefits.

In turning to Lehmann, there is a sense of Australian cricket coming home. He is naturally chatty and quick-witted, with a keen cricket brain and an earthy manner. When he was Yorkshire's overseas player, I remember a close four-day match between Yorkshire and Kent at Canterbury. Before the start of the final day's play, it was agreed that both teams would enjoy a few drinks in the home dressing room after the match. Lehmann was free and unguarded with his perceptions and insights, almost as though it was a responsibility of senior players to talk about the game. You could also tell he was absolutely in his element in a dressing-room environment.

Context is everything, as Mickey Arthur has found out. As coach of South Africa, Arthur enjoyed an established side, a resolute captain and an experienced group of senior players. That played to his strengths. An affable and undemonstrative man, Arthur could operate under the radar. Graeme Smith, one of the strongest captains in world cricket, already commanded plenty of authority and a clear sense of direction.

It has become fashionable in modern sport to waste a great deal of energy fretting about "job descriptions" and "lines of accountability". In real life, however, wherever the arrows may point on the flow charts, power finds itself in the hands of dominant personalities. The real determining factor in the distribution of power between a captain and a coach is their personal chemistry. A shrewd coach will empower a captain and the senior player as far as possible. And when Arthur was coach of South Africa, there was no shortage of alpha males out on the pitch.

Now transfer Arthur into a very different setting. Where South Africa had a settled side that was enjoying sustained success, Australia are adjusting - or failing to adjust - to leaner years, having gorged themselves on two decades of feasting on perpetual success. Where most of the South African team selected itself, Australia have had great difficulty identifying their best XI. That is not a criticism. You try selecting the same team during a sequence of defeats and listen in vain for the pundits shouting, "Well done on retaining consistency of selection." No, losing teams search for a new combination that will bring better results. The much-worshipped god "consistency of selection" is partly a privilege that follows from success as well as a cause of it. There is certainly a strong correlation between a settled side and a winning team, but as mathematicians learn in their first statistics class, correlation does not always imply straightforward causality.

Arthur faced another problem not of his own making: the expectations of the Australian cricketing culture. This has been an unpleasant hangover after a hell of a party. For 20 years Australian cricket celebrated a golden age that would have made Jay Gatsby blush. In terms of cricketing talent, the taps overflowed with vintage champagne. To understand how good Australia were, simply remember that Lehmann himself only played 27 Tests.

	We used to hear how Australian cricket was best because they were mates who played for each other; Australian cricket was best because they were tougher and "mentally stronger"; Australian cricket was best because they had fewer first-class teams; Australian cricket was best because it didn't have to endure the "mediocrity of county cricket"

As any economist will tell you, the most dangerous aspect of any boom is the absurd way it is "explained" as a new and permanent paradigm shift (remember the view, just before the financial crisis, that modern banks had mastered "risk-free" methods?) We used to hear how Australian cricket was best because they were mates who played for each other; Australian cricket was best because they were tougher and "mentally stronger"; Australian cricket was best because they had fewer first-class teams; Australian cricket was best because it didn't have to endure the "mediocrity of county cricket"; Australian cricket was best because they knew how to enjoy a win and let their hair down; Australian cricket was best because they were "more professional". I heard all those theories put forward with huge confidence, often in tandem, even when the theories contradicted each other.

The difficulty, of course, came when results deteriorated, as they eventually had to. In a boom, you can have any explanation for why Australia were so good and still be proved "right". As a result, Australian cricket finds itself awash with voodoo doctors - convinced of their own prescience - rushing to pronounce the cure for a new and frightening malady called "average results". My own opinion is that the rise and fall of cricketing nations is harder to explain, let alone reverse, than most people seem to think.

Arthur's frustrating time with Australia reveals a broader problem. The whole notion of "a track record" is questionable, especially when the track record under discussion consists of a smallish sample size. Arthur's track record of success with South Africa does not "prove" he is a brilliant coach any more than his track record of relative failure with Australia proves he is a bad one.

Each phase of every management career is unique. The way any team functions can never be reduced to scientific analysis. As a result, credit and blame can never be exactly apportioned. We know for sure that some leaders experience success and failure. But exactly why, or to what extent they were responsible, will always remain partly a mystery. Coaches do not operate in a vacuum. What they inherit - the personnel, appetite for change, and attitude of the wider culture - matters at least as much as their methods.

Arthur encountered an Australian cricketing culture struggling to come to terms with a new reality. Quite simply, they aren't that good anymore. They may well get better under Darren Lehmann. But anxiously searching for miracles has a nasty habit of making them harder to find.

Aggressive Captaincy

	Michael Clarke doesn't give his bowlers protective fields by default like many other captains © Getty Images Enlarge
Related Links Review 2011 : 'We need a deep point. What if he gets four?' Players/Officials: Michael Clarke Series/Tournaments: Australia tour of West Indies Teams: Australia

Captains: follow Clarke's lead

In the long run, captains who aim to win and set fields that will get them wickets are the ones who will succeed and last

Ian Chappell

April 22, 2012

Michael Clarke is quickly establishing a well-deserved reputation for brave and aggressive captaincy. His entertaining approach is based on one premise: trying to win the match from the opening delivery. This should be the aim of all international captains, but sadly it isn't.

In every era there are Test captains who prefer to attain a position of safety before they go all out for victory. These captains are frightened stiff of the Michael Clarkes, who make it obvious they are not interested in a draw. At least 50% of international captains consider a draw to be a good result and when that option is removed they easily panic.

The first thing a captain like Clarke understands is that he will lose some matches in constantly striving for victory. Once that premise is accepted the captain has reached the stage where he hates to lose but doesn't fear it. There's a huge difference: the latter is a positive state where the captain will do everything in his power to win; the former a mindset where the captain sets out not to lose.

An important indicator of a captain's thinking is his field placings. A positive captain will always make the opposing batsmen feel their very existence is threatened. Through his field placings he allows his bowlers to turn at the top of their mark and see where a wicket (other than bowled, lbw or through the batsman's stupidity) can be claimed. 

A bowler operating to a purely containing field is like Zorro without his sword; he's not very threatening. There has been plenty of discussion on whether the shorter forms of the game will adversely affect batting techniques and turn bowlers into cannon fodder. What the 50- and 20-over matches have actually had a marked influence on is field placings.

Whereas the No. 1 priority, by a wide margin, used to be taking wickets, followed by saving singles, and then, way off in the distance, stopping boundaries, in the mind of the modern captain the last one has assumed far too much importance.

The almost robotic use in Test matches of a deep cover point and a backward square leg on the boundary, regardless of whether the ball is being played in that direction, borders on mindless captaincy. When a fieldsman is unemployed for half an hour but the captain still retains him in that position, you have to wonder: who appointed this captain?

The change in attitude to field placings is perfectly summed up with some typical Caribbean humour and common sense.

Former West Indies fast bowler Herman Griffith was captaining a Barbados club side in the 1930s once, and called on his debutant offspinner to have a trundle. "Where do you want the field?" asked Griffith politely.

"I'd like a deep-backward square leg, a midwicket on the boundary and a long-on and long-off," replied the youngster.

"Give me the ball," growled Griffith.

Not unreasonably, the young man asked, "Why?"

"You intending to bowl shite," came the forthright answer.

Nowadays, most bowlers would be horrified if the captain didn't automatically give him a number of protective fielders in the deep. Clarke is not such a captain.

Sadly, his latest gambit - a challenging declaration at the Queen's Park Oval, which was answered with equal bravado by Darren Sammy, failed because of inclement weather. Nevertheless, it's to be hoped their positive endeavours have acted as a sharp reminder to the administrators.

In Test cricket the captain is allowed free rein. We've seen in the case of Clarke and Sammy what's possible when two captains use a bit of imagination and have a desire to produce a result. It's impossible to legislate for captaincy imagination. In the 50-over game, which is highly regulated through a variety of Powerplays, and bowling and field restrictions, there is less real captaincy involved.

Wherever possible, the captaincy should be left to the skippers, and those with imagination will prosper. Hopefully those who lack inspiration and the nerve to face a challenge will be quickly replaced by the selectors.

Former Australia captain Ian Chappell is now a cricket commentator and columnist

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