• Sport has been an important element of societies worldwide for centuries, creating a space for communities to come together across divisions of race, gender, and socioeconomic status.
  • Participating and spectating can teach valuable skills and provides meaningful experiences for everyone involved.
  • It is projected to be a $145B global industry by 2015, despite the fact that it is not always based on a foundation of optimal performance on and off the field. 
  • Conflict is part of the narrative that makes sports compelling, but, taken too far, it often undermines the goals of organizations, teams, and individuals. 
  • There are many types of destructive conflict, which occur for an even larger number of reasons, and failure to adequately understand why these problems arise leads to significant costs for administrators, coaches, athletes and supporters.
  • More often than not, organizations do not develop conflict prevention and resolution strategies until after destructive episodes of conflict have transpired. 
  • Using conflict management skills to respond to something that has already occurred is worthwhile and sometimes even imperative, but not particularly ideal or cost-effective.
  • Ideally, we want to identify what problems are likely to arise beforehand or at least take every possible step to make sure that they are not repeated.
  • If, however, we only learn to address the most destructive episodes of conflict after the fact, we will only reduce the associated costs by a mere fraction of what is possible. 
  • SCI is dedicated to using a multidisciplinary approach--based upon expertise in conflict management & dispute resolution, organizational psychology, social theory, and sports & cultural studies to bring a first if its kind approach to the problems that lead to diminished performance in and increased risk of harm to brand and revenue in sports. 
  • Once an organization realizes the enormous costs that come with destructive conflict, administrators are generally eager to resolve the dispute quickly and parsimoniously. 
  • While this may be an intuitive response, truly resolving a conflict is usually not simple or easy. 
  • The focus needs to be on the underlying causes, not just the symptoms, and the solution should address long-term organizational goals rather than narrowly focusing on the ostensive incident. 
  • The solutions SCI arrives at require deep assessment, securing a detailed understanding of how the various stakeholders relate to the organization, and are ultimately aimed at making sure the problem does not occur again and that new ones do not arise because parties do not understand or accept what has been implemented. 
  • In sum, there is a big difference between putting a band-aid on a problem and true healing.
  • The latter requires more time and effort, but it will prove far more cost-effective in the long run.