Performance relates directly to the structure in place – in the immediate context of the game and in the greater organizational set-up. Both India and Pakistan display reliance on some poor structural “traditions” that have contributed to strings of losses and largely empty stands at international hockey meets held in the region.
Firstly, there is an over-dependence on past processes to achieve present goals. The hockey magic that once dazzled the world is seldom visible in play. Pitches have changed and other teams have grown wiser, while the followers of “tradition” falter in adapting to new situations.
Canny opponents have cracked the habitual play patterns of individuals. The set moves of the specialists have been out-maneuvered. Burdened with frustration and fears of failure, behaviour becomes unthinking. There is little variation of concept or strategy as if repetitions of the same actions will wear the opposition down or force them to make mistakes.
For example, the Pakistani team admitted that, in their first encounter, the Indians took them by surprise – a team they had beaten comprehensively only a couple of months earlier. Pakistan then defeated Spain, but India, perhaps expecting to do likewise with their similar style of play, slumped to defeat.
Not to be caught napping a second time, the Spanish had worked out effective counters to India’s dream of getting past them. In their final outing against Argentina, and despite having greater ball-possession for much of the match, the Indians’ weak finishing saw them beaten into eighth place.
Secondly, the collective lack of innovation and foresight is dealt with by victimizing lower levels on the hierarchy. In the subcontinent, sports administration is authoritarian. The powers-that-be generally is a political appointee with little knowledge and experience of the sport.
Power displays are arbitrary and team compositions subject to whim. Reports say that an earlier incumbent of the Indian hockey federation entrusted his chauffer with the team selections!
Clearly, little thought is given to projects for the future, or to research and development of sports. The Indian team’s preparatory training period was for about six weeks and fraught with controversy. On the other hand, some of the other teams have worked exclusively on their campaign plans for at least eighteen months. They now play the World Cup finals.
The organizational differences show. Without the requisite funds, facilities and infrastructure that other teams are nurtured in, sub-continental sportspersons are ill equipped to bring back trophies. Yet in the existing structure, it becomes dangerous to return home empty-handed. The game plan becomes to avoid defeat rather than risk chasing victory.
After every debacle, players, coaches and support staff of the region can expect to be blamed, axed, fined, banned, accused of match-fixing and so on. The saddest news coming out of the World Cup tournament has been the post-match “retirement” of the entire Pakistani team over their humiliating last place finish. At least two “retirees” are aged seventeen!
Valuable resources are thus grossly mismanaged or lost. The sub-continental powers-that-be need to realize that deprived of playing alongside senior players and availing of their knowledge and experience (even of defeat), the learning curve of youngsters coming into the game barely rises above the baseline.
The new generations thrown on to the world stage continue to reinvent the wheel in the same archaic mode. With development of the art no further than whatever has worked in the glorious days of the past, they too can eventually expect no more than the same ignominious death of their dreams.
None of the hockey teams from Asia – India, Pakistan and Korea - made it to the World Cup semi-finals in 2010. The defeats should not be attributed solely to the lack of commitment on the field. The faulty decision-making that set them up for failure in the first place is equally accountable.
In the context the existing structures are ineffective. The game’s administration and the performance on the field have been found wanting in vision and innovative techniques. Players can do their best to reproduce what has been learnt and practiced, but they can scarcely create miracles.
Although the Asian styles, especially that of the sub-continent possess an abundance of flair, they fail in terms of results. It was clear to people watching the matches at Delhi that the present conceptualizing, strategies and tactics need renovating. R&D is urgently required to fine-tune their play, devise counters to the other styles, and follow through to efficient finishes.
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