The history of sport psychology began back in the late 19th century, with Norman Triplett. Triplett was a psychology professor at Indiana University during this time, and he conducted research on cyclists. The results of his research showed that the cyclists in his experiments typically performed better when they were riding with others in a group, compared to when they were riding alone. In 1920, the first sport psychology laboratory was founded by Carl Diem in Germany. Coleman Griffith, who worked with athletes from the Chicago Cubs, soon followed suit and founded the first sport psychology laboratory in the United States. It wasn't until 1987, though, that the American Psychological Association created the sport psychology division, Division 47.
Professionals in this area may also counsel other facilitators of youth sports, including coaches and parents, to help build a positive support system around child players and teams. Sports psychologists may use psychometric testing to assess issues, as well as psychotherapeutic anxiety-reduction and stress-management techniques to treat young clients.
Criticism — A tenet of motivational theory that is necessary to improve performance. The proper delivery of that criticism is imperative, as criticism can either better performance or drastically worsen it. There are three types of criticism: Destructive, Self, and Constructive. The best method of delivering constructive criticism is the "sandwich" approach; here, one first offers a compliment, then offers and critical feedback and useful directions to improve in that particular area, and then end with another compliment.
Over the past 15 years, it has become more and more popular to hire coaches for promising executives. Although some of these coaches hail from the world of psychology, a greater share are former athletes, lawyers, business academics, and consultants. No doubt these people help executives improve their performance in many areas. But I want to tell a different story. I believe that in an alarming number of situations, executive coaches who lack rigorous psychological training do more harm than good. By dint of their backgrounds and biases, they downplay or simply ignore deep-seated psychological problems they don’t understand. Even more concerning, when an executive’s problems stem from undetected or ignored psychological difficulties, coaching can actually make a bad situation worse. In my view, the solution most often lies in addressing unconscious conflict when the symptoms plaguing an executive are stubborn or severe.
I paid in the region of 2,000 pounds for hypnotherapy with a fully trained and registered professional hypnotherapist. The hypnotherapy made my problems worse. I find it incredibly frustrating that when I have typed letters to the hypnotherapy organisation that this hypnotherapist belongs to, a lot of what I am actually saying in the letters when explaining exactly why the hypnotherapist's treatment has made me worse, and how my problem works gets ignored. I can see that the Hypnotherapist has not interpreted my problems correctly enough. I do not believe that it is totally fair that this Hypnotherapist's work seems to be above being checked for flaws. I am suffering as a result.
Although both the organization and the executive must be committed to coaching for it to be successful, the idea to engage a coach can originate from either HR and leadership development professionals or from executives themselves. In the past, it has more often sprung from the organizational side. But given the growing track record of coaching as a tool for fast movers, "We see more executives choosing coaching as a proactive component of their professional life," says Cheryl Leitschuh, a leadership development consultant with RSM McGladrey (Bloomington, Minnesota).
But coaching is not just for tackling new assignments. It can also play an invigorating role. Coaches can help executives "develop new ways to attack old problems," says Vicky Gordon, CEO of the Gordon Group coaching practice in Chicago. "When efforts to change yourself, your team, or your company have failed—you are frustrated or burned out—a coach can be the outside expert to help you get to the root cause and make fundamental changes."
While the findings about the efficacy of hypnosis on smoking are often murky, studies on the matter have shown increasingly positive results. Even Matt Damon and Charlize Theron have gotten in on the act. And the folks offering the service aren’t bearded men dangling pocket watches and telling you how heavy your eyelids are getting, or seeing patients in dingy basements outfitted with lava lamps and burning incense. Rather they’re people with advanced degrees who practice in the same kinds of clinics where you’d see your shrink or your ophthalmologist; rates usually start at around $80 per hour and can go as high as $200 (most practitioners recommend between one and four sessions).
Look for a hypnotherapist who is a member of the American Society of Clinical Hypnosis (ASCH) or the Society for Clinical and Experimental Hypnosis. To be a member of either of these organizations, a hypnotherapist must have a doctorate level degree in medicine, dentistry, or psychology, or a master’s degree in nursing, social work, psychology, or marital/family therapy plus a specific number of hours of approved training in hypnotherapy. In some cases, accredited, doctoral-level practitioners of alternative health care, such traditional Chinese medicine, may also be approved for membership. Of course, in addition to looking at qualifications, you should also find a hypnotherapist with whom you feel confident and comfortable in a therapeutic relationship.