Psychological Skills Training Programme

Psychological Skills Training Programme Psychology is the scientific study of cognitive thoughts, feelings and behaviours. The aim of sports psychology is to understand the contribution that psychological components have on exercise performance, but also the effects that participation in physical exercise has on psychological development. Sports psychologists often talk about the significance of being in the zone and of creating an intimidating presence for your opponent on the field of play, but waiting until you are in competition to apply the principles of sports psychology, without previous training will not allow for an enhanced performance. So, before this you need to apply a winning attitude and the ability to apply it to your training, which is one of the most vital and difficult areas to apply it. Psychological skills training (PST) refers to the systematic and consistent practice of mental or psychological skills for enhanced performance. It helps give an edge the athletes performance, especially between athletes that are closely matched in physical and technical ability; this usually results in the overall winner being the athlete with the better prepared mental skills. PST can often be neglected by athletes or coaches because they have a lack of knowledge in the subject area or misunderstandings of how to use it. It can also be ignored because of a lack of allocated time throughout the training process; this is more often than not a consequence of higher priorities during training. PST must be tailored to each individual athlete and varies for every sport, so must be conducted by the coach or a sports psychologist. It should be practiced over a period of time, similarly to the physical or technical nature of most sports, and should use a combination of different techniques. Sport psychology helps provide coaches with the information they need to help their athletes build mental strength and achieve enhanced performance in sport, as well as in life. As a coach, to gain a complete mental perspective of an athlete, you have to analyse how the athlete acts and feels when competing within a sport. Through the use of psychological training programmes and mental tools, which will be discussed later in more detail, athletes can build and develop their mental strength for competitive situations. For coaches, the application of this type of training programme is beneficial for optimising the complete performance of an athlete. These can be beneficial for building team cohesion, effective communication, teaching sports skills, as well as motivating and preparing athletes for competition. Although, there are a number of reasons why athletes or sports coaches do not include PST in training for their sport. It may stem from lack of sport knowledge, where either coach or athlete has an insufficient grasp on the mental skills needed to perform at the highest level in that sport, or it may simply be that their coaching methods have become outdated and are in need of further qualified education. Other common problems that come in implementing a PST programme are that of time, conviction and follow up. Some athletes simply do not have the time to spend on the required techniques used to improve the psychological skills. This is usually because of their hard working and time consuming physical training programme. Funding also plays a part in most athletes missing out on psychological assistance, as it can be relatively expensive for individual athletes to hire a sport psychologist, especially when compared to that of a professional football player, as many elite clubs now employ their own sports psychologists. Psychological Skills In this training programme the support work which will be described is for use involving a junior golfer named James. It is primarily to help deal with his low confidence and anxieties throughout the game. James is 14 years old, a promising county level golfer with a handicap of 5, and plays for South Ayrshire Junior Golf Club. I have got to know James by playing recreationally at the same club, and he happened to mention certain aspects of his game he was struggling with, so I offered my support. James told me his reason for asking for help was that he felt he was not as confident as he should be on the field and he wanted to start enjoying his game again. Secondly, he explained that he has had trouble with feeling very anxious before each shot in a competition environment, opposed to practice where he felt more comfortable. This study represents my work with James over a six week period in which we covered most of the psychological aspects of the game of golf, concentrating on over coming the main problems James was having. In the game of golf, concentration, anxiety, confidence and motivation are key variables in effective golfing performance (Finn, 2008). According to Arther (2006) Jack Nickulaus once said that The game of golf is 90% mental and 10% swing. This implies that the psychological skills involved in golf are more important to playing the game than the physiological demands. The physical demands of golf comprise of; aerobic endurance, local muscular endurance, power and motor skills. These days almost all of the top professionals in golf use psychological tools to enhance their performance. For example Tiger Woods, one of the worlds elite golfers, started using sport psychology techniques at a very young age and continues to use them to this day. He used a number of psychological techniques for relaxation, visualization and concentration (Sietz, 2000). Self confidence In sport, self-confidence is a well-known factor that may enhance or improve an athletes skills performance. It has been found that a psychological component like self-confidence is one that athletes and coaches consider as relevant for optimum performance. As golfers are constantly measuring their own performance, it becomes very easy for them to lose confidence in their ability to perform specific golf skills such as putting or hitting fairway irons onto the green. An individuals judgement on their ability to successfully perform specific skills is termed self-efficacy (Bandura, 1986). Self efficacy is our trust in our ability to succeed within specific situations. Your sense of self efficacy can play a key role in how you approach challenges, tasks and goals. Motivational mastery self-talk can help with focus and self-confidence. Golf-specific examples of motivational mastery self-talk might be come on concentrate, there are only three holes to play with help for focusing, or you can do this, you have made this shot before for self-confidence. Thoughts precede moods so if you think unhappy thoughts you will feel unhappy. Self talk is the thoughts you have in response to a certain situation. If you tell yourself you can succeed then you have a much improved chance of succeeding. According to psychologist Bandura (1977), an athletes confidence, or self efficacy, is based on four primary sources of information, shown in (Appendix 1). These primary sources include past performance accomplishments, vicarious performance, verbal persuasion and emotional arousal. Past performance accomplishments give the athlete confidence through achievements made in competitions or goals reached during training, they can also create expectation for the athlete in a good or bad way. Vicarious performance allows the athlete to see the actions that they should be performing through a model performer; this is usually taken from an athlete in the same field/competition or of a previou sly successful athlete. Verbal persuasion can be given to the athlete via the coach, parents or supporters; it gives the athlete a sense of encouragement to perform. Emotional arousal is when the athlete is in the right mood to perform, it is also known as when they are up for it and at their peak. If this level is too high or too low then the performance of the athlete can suffer, as shown in (Appendix 2). Developing self confidence will be discussed in more detail further in the programme. Anxiety and arousal Anxiety is a natural reaction within the body that responds to threats in the environment; it is part of the preparation for the fight or flight response. Lazarus (2000a) defines anxiety as facing an uncertain, existential threat. Performance anxiety develops when there is too much perceived stress, specifically this state of mind is created and moulded by your thoughts and feelings. The way you think about an event or competition is the source of the stress, not the actual event itself. One way to begin to tackle performance anxiety is to try to understand what your fears about the competition are, in Jamess case it was the fear of not performing to his expected level. When the demands of competition or training exceed an athletes apparent capability, anxiety is the unavoidable outcome (Valiante and Stachura, 2005). As well as providing incentive and challenge, sport also provides substantial uncertainty. While this kind of stress might motivate some athletes, it can encourage anxie ty in others. There are distinct factors that can amplify athletes anxiety levels. For example, important competitions can give an athlete greater stress, therefore they are likely to be prone to anxiety. Spectators can also play a huge part in how an athlete feels. Participants in individual sports, such as golf, have been known in general to suffer more from anxiety before, during and after games than participants in team sports because they dont receive the same support throughout the game from team mates. Another factor that can cause anxiety is the expectation of success, in Jamess case, his supporters expect him to be winning most tournaments in his category, so he is exposed to a lot more pressure than most players at his young age. Another notion to acknowledge is that the level of mental arousal can influence an athletes performance. When arousal levels are too high it can lead to an increase in muscle tension, also poor decision making, reduced concentration levels and a d isruption in co ordination. Identifying and controlling arousal level is important to maximize athletic accomplishment. Some of the skills useful to control arousal levels up or down are; visualization, centring, progressive muscular relaxation, and positive self talk. In addition to using these skills for regulating arousal, these skills have a number of other benefits for confidence and concentration. Preparing athletes for competition involves more than firing them up, it involves finding the optimum level of arousal for each athlete (Cox, 2002). Motivation Reduced confidence will ultimately impact on a performers motivation levels, their willingness to take risks and their ability to develop. There are two kinds of motivation that allows athletes to achieve a particular goal or task. The first type is extrinsic motivation, which in sport comes from external influences or people. People are extrinsically motivated to earn rewards, social recognition, or benefits. The second kind is intrinsic motivation, and it is someones inner drive to accomplish a goal or objective. Intrinsically motivated people focus on a task for their own sake. They have a sense of self-determination, and look at themselves as being able to meet the demands of a particular task. Research shows in Vallerand and Losier (1999) that athletes who participate in sport for intrinsic reasons experience a more positive and less negative outcome; they have greater determination, and show higher levels of sportsmanship. As golf is mostly an individual sport, motivating yours elf to practice and to keep going when your confidence is low can be difficult. Setting goals in practice and competition is an effective way to enhance motivation. When using goal setting, you should make them specific and measurable. Identify the areas you will need to work on in order to achieve your set goals as well as making them realistic. You should record the progress you are making towards goals and set a time limit on specific goals to evaluate progress. Golfers can set long term and short term goals. Long-term goals generally focus on the ultimate outcome such as winning a tournament or reducing your handicap. Short-term goals act as the stepping stones to achieving your long-term goals. Setting short-term goals also allows reflection on current performance and can help in assessing the viability of long-term goals. This area is also covered later in the programme with reference to self confidence. Concentration Focus is crucial in order to concentrate, by learning to focus on the right things at the right time. Concentration is the ability to hold focus for a required time, and use the appropriate mental effort so not to focus on any distractions. By concentrating your thoughts on the competition, it can help you to plan how you will play the course and allow you to contemplate the possible situations that may arise. In a study by McCaffrey and Orlick (1989), they used a series of open questions to discover psychological and situational factors linked to excellence in golf. They found considerable differences between touring golf professionals and local club professionals. The highly skilled tour players were entirely dedicated to golf, particularly during periods of optimum performance. They set clear goals, and they were more organized in planning practice sessions and tournament strategies, as well as in self evaluation after each game. Both groups developed plans for focusing attention during a round, but the touring professionals were more successful in keeping focus over an extended period of time resulting in greater concentration levels. Both groups acknowledged the effect of distractions on the course, but the touring professionals were better able to cope with these distractions and regain a task focus. On the golf course, distractions come in varying forms and can divert your focus. External focus can be thrown by; the target, your equipment, the wind, an opponents shot or score. Internal focus can be side tracked by things like; how you feel, where you want the ball to go, how hard you want to hit the ball, how the club feels in your hands and your practice swings. These are just some of the distractions involved in the game of golf. McCaffrey and Orlick (1989) concluded that maintaining commitment, focusing, and refocusing were the skills most needed for achieving excellence in golf. As a coach you need to get athletes to think during activity, not just u se their behaviours and actions, as there is constant problem solving within the sport. If you know whats going to happen you can plan and control it. After learning all these psychological skills, the challenge is to implement them into your game. A pre-competition mental routine, developed between the coach and athlete, helps the athletes get their mind in the proper place to perform well. Concentration, anxiety, confidence and motivation are key variables in effective golfing performance (Finn, 2008). Psychological Skills Training The psychological priorities of golf incorporate a lot of self confidence and the need to control anxiety and arousal throughout the whole game. In a feature written by Fields (1995), he talks of a meeting between Dr Rob Rotella and Nick Price; whose form had been lagging after some recent wins and was looking for some answers. Price went to see sports psychologist Rotella to see if he could help him with his game, after two days, Rotella explained to Price how to simplify and direct his thinking toward a specific target, by consciously playing only one shot at a time. With this narrow internal way of thinking; Price was able to concentrate solely on the task in front of him without any distractions. This is how I intend to develop my athletes focus and confidence, as well as decreasing his anxiety during game play. Self Confidence Training Developing self confidence through self talk is an effective technique to control thoughts and to influence feelings. Thoughts and feelings can influence self confidence as well as performance. The coach or athlete must carefully select the actual words or phrase used during self talk so that they provide maximum effectiveness. Self talk can be in the form of words actually spoken out loud, or in the form of thoughts that come into the athletes mind; these thoughts can be either negative or positive. As a psychological method for enhancing and improving self confidence in athletes, self talk must be positive and lead to constructive feelings about an athletes ability. Self talk is a strategy used by athletes at all levels and in almost all sports. According to Rotella (2004), a top psychologist, the true meaning of confidence in sport is achieved by playing with your eyes. Confident athletes can focus completely on the objective allowing the body and brain to react instinctively. In other words, the athlete should turn his focus to what is in front of him and not what he already knows. For example, a golf swing for a professional golfer is already calibrated into his mind, so worrying about his swing on the course only serves to distract him from the ultimate goal of making the shot, the swing should be automatic so he can concentrate solely on the shot. Goal setting is a powerful motivational strategy. Research has shown that goal setting enhances performance across a variety of situations. Goal setting gives the coach a sense of control over what the athlete does in training and allows us to move beyond beliefs or fears that may be preventing us from realizing our peak performance. The process of setting goals helps the athlete and the coach choose what you want to aim for. By knowing exactly what you want to accomplish, you know where to focus your efforts. You will also be able to quickly spot distractions that could otherwise tempt you from your course. On top of this, properly set goals can be extremely motivating, and as you get into a habit of setting and achieving your goals, you find that self confidence builds faster. By setting sharp, clearly defined goals, you can measure and take pride in these goals. You can see forward progress in what might previously have seemed a long pointless grind. By setting goals, you will rai se your self confidence, as you recognise your ability and competence in achieving the goals that you have set. There distinct advantages to setting goals, some of these benefits for sport include; clarified expectations, improved performance, enhanced quality of practice, pride, higher intrinsic motivation, satisfaction, decreased anxiety, increased self confidence, improved concentration and time management. It has been established that successful athletes display higher self-confidence than unsuccessful athletes (Treasure et al. 1996). This study noted that athletes who have higher self confidence during competitions are more likely to be successful. With imagery, you replace actual experience with scenes from your within your imagination. The body reacts to these images almost as if they were real, so as to relive the experience. This is a technique used very commonly used by elite athletes, they learn good performance habits by repetitively rehearsing performances in their imagination. You can use mental imagery to; visualise success, motivate yourself, familiarise yourself or perfect skills. Many golfers see themselves achieving their goals their goals on a regular basis, seeing desired performance outcomes and performing skills at a high level. It can remind you objective and increase focus during practice and rounds. Many of the best golfers in the world see and feel themselves performing perfect shots, skills and routines before they actually do so. A good explanation of how imagery works is given by Grezes and Decety (2001) showing that when we make a movement, such as hitting a golf ball, specific areas of our brain are a ctivated. Research evidence suggests that when we imagine making a movement, very similar areas of our brain are also activated as when we actually make a movement. Retired professional golfer, Jack Nicklaus, one of the first sportsman to promote mental imagery once wrote that, I never hit a shot, not even in practice, without having a very sharp, in-focus picture of it in my head. First I see the ball where I want it to finish, nice and white and sitting up high on the bright green grass. Then the scene quickly changes, and I see the ball going there: its path, trajectory, and shape, even its behaviour on landing. Then there is a sort of fade-out, and the next scene shows me making the kind of swing that will turn the previous images into reality. (Frontera, 2007). Some studies found that many people and athletes use imagery to increase exercise and physical fitness as the imagery helps the success of their exercise (Hall 2001). An athletes enactment of performance imagery is the normal procedure in training programs. This method is used more heavily by elite athletes with higher self-confidence than non-athletes. Studies suggest that imagery may help athletes to build more self-confidence in relation to performance. Kendall et al (1990) demonstrated that imagery, in combination with relaxation and self talk, increases the utilization of specific defensive skills. Mahoney (1979) reported the effect of mental imagery practice based on high jumper Dick Fosbury and skier Jean-Claude, who have both used mental practice in competition and went on to receive gold medals in those competitions. This study provides evidence that imagery practice can successfully influence athletic performance. Motivational videos help inspire, motivate, and pump you up. Athletes use them to focus their motivation in a particular direction or toward a set goal of achievement. As well as videos, athletes can also use mental pictures for motivation, such as them lift a cup or receiving a medal. Anxiety and Arousal Training Worrying about how you are going to perform leads to anxiety about performance. Anxiety manifests in both physical and mental ways. According to Vanthuyne (1999) we dont worry just in our heads, our entire body worries resulting in a body reaction as well as a mental reaction, this fact is critical regarding athletic performance. Due to its objective nature, golf can often be a frustrating and stressful sport. Golfers may therefore experience increased levels of anxiety, which can ultimately lead to a decline in golfing performance (Hardy, 1996). In order to combat increased anxiety levels, golfers can practice mental skills and strategies to help them relax on and off the field. Using relaxation strategies can help control anxiety and is important in enhancing golfing performance. Centring is a relaxation technique used by rugby player Jonny Wilkinson in his kicking routine (Wilkinson, 2006), he also admits to listening to a mental rehearsal CD before each game he plays to help him relax and focus. Similarly, you can use relaxation techniques in your pre shot routine to help you relax in golf. Centring is a skill which allows the athlete to release unwanted muscular tension, control anxiety and become more body aware. To practice the process of centring, athletes focus on slowing down their breathing, and inhale air in through the nose. Use the diaphragm and not the chest to expand your lungs. As you breathe out through the mouth, let your body relax. Repeat this technique several times until the required state of relaxation is achieved. Imagery and self-talk can also be used to facilitate relaxation on the golf course. By using self-talk such as loose and relax you can imagine tension in the neck and shoulder muscles disappearing. Centring is one example in an abundance of relaxation techniques which can be employed by golfers. When choosing how to deal with increased levels of anxiety, it is important to match anxiety symptoms with an appropriate relaxation technique. Motivational arousal self-talk can be used to control arousal levels. To reduce arousal levels, golfers may use self-talk such as it is ok, just breath nice and easily and relax your shoulders. An example of self-talk to increase arousal levels might be come on, you need to get yourself up for this. Visualization is a technique used where the athlete imagines themselves performing a task. It deals not only with how the athlete sees the task but also how they feel when performing it. For example, a sprinter might experience and imagine an efficient, smooth stride while running round a track. A golfer might rehearse a sequence of steps, in his mind, that are required for a good long drive. The imagery experience should be viewed by the athlete in first person perspective, not what they would see watching from a spectator standpoint. Positive self talk is the practice of eliminating negative thoughts and promoting constructive thoughts. Instead of focusing on the negatives of a bad situation, the athlete focuses on positives. For example, I cant play well against them, is replaced by, I have trained hard and I am prepared. I can do this. Progressive muscular relaxation is a technique that involves alternatively relaxing and contracting various muscle groups. It is best performed ly ing down, and going through the muscles groups in a sequence of agonist and antagonist, quads and hamstrings for example. By doing this, the mind is focused on each specific body part and the athlete comes into a relaxation state with increased feeling of the body. Needs analysis The needs analysis is a crucial part of developing a psychological training programme as it allows the athlete and coach to work together and discover the needs of that particular athlete. The needs analysis should consist of an evaluation of the individual, the sport, and the movements within that sport. The evaluation of the sport is used to determine the physiological components most needed to perform in that sport. An evaluation of the movements within that sport is need to recognise the physiological and psychological processes used during the sport. As individual psychological needs for each sport and athlete differ, the coach must evaluate the athletes strengths and weaknesses to provide a suitable program, as well as allowing the athlete to set short term goals. The individuals needs then dictate which psychological skills are needed and which to prioritize in the training program. In this case for James, a young golfer, we discovered that through the use of a survey of athle tic experiences (Appendix 3), he was severely lacking in self confidence. I also discovered, through the use of an anxiety questionnaire (Appendix 4), that Jamess performance suffered dramatically when under increasing pressure, for example when in a tournament situation. It has been suggested that there are three key phases to implementing an effective mental skills programme (Weinberg and Gould, 2007). First, an education phase in which the athlete should be informed about the nature of mental skills and how these skills can enhance their performance. Second, an acquisition phase should focus on assisting the athlete to learn the appropriate mental techniques. Third, a practice phase with the aim of applying mental skills into competitive situations. I used an athletic experience questionnaire (Appendix 3) to help discover which parts of Jamess game was lacking psychologically, it enabled us to identify and analysis specific psychological skills and also which ones we could work on. It showed that James was low in self confidence because he was playing with so much expectation. It also told me that without the use of short term goals, his aims and targets were not clearly lined out for him. This may be due to a coaching error but could also be a reason for his low self confidence, as meeting short term goals gives the athlete a sense of achievement and shows gradual improvement. I used an anxiety questionnaire (Appendix 4) to determine some of the stresses James was under and when he was experiencing them. This allowed me to see that his anxiety levels were greatest during competition, and that it was mostly down to the weight of expectation on him, although there were other contributing factors. This included; what others thought of his performances and when playing against more experienced players, also when using new equipment and various distractions from the crowds. To combat some of these stresses, I recommended that James learn some relaxation techniques that he could use on the training field but also during stressful competitions. Some of these relaxation techniques have been previously discussed in detail. For James, a wider knowledge of relaxation techniques and specifically set out goals will ultimately aid him in producing his optimum performances on the field, as well as helping him to positively enjoy the game even more. Psychological skills are best developed in an athletes training environment and when incorporated with the technical and physical aspects of the game, this ensures that the athlete sees the program as an essential part of their development. These psychological skills should also be trained, just as you would for any physical aspects, over an extended period of time with sufficient tests to show improvement. Some specific mental skills training can take place almost anywhere, from the playing field to sitting at home, as long as you completely involve yourself within the training. In most sports there is a specific season of play, so this might dictate when the psychological skills training may be applied and what specific skills are trained. As mentioned before mental skills training should be an integral part of the training process. Performance profiling was also used to addresses the gap between current performance levels and the requirements necessary for where the athlete wants to be. It identifies the athletes strengths and weaknesses during play and in training. A performance profile was taken at the start of the program and at the end allowing the coach and athlete to see a steady improvement or decline in performance. Within the performance profiles, you should also obtain a comprehensive history of injury for the golfer. This will include all major previous injuries along with any current injury concerns; it can often be found that the golfer is currently playing with some kind of irritating injury problem which can have an effect on any physiological or psychological training programme. Evaluation Overall, this psychological skills training programme went extremely for James and myself. We both learned a lot of new psychological skills and the techniques needed to dramatically improve our thought processes. I especially enjoyed identifying the specific skills effecting James performances with the use of various psychological tests. Through the use of performance profiles, I was able to see the progression in Jamess play from the start of the programme to the end; this showed the program does work if it is implemented properly with correct knowledge and understanding. My program did make a difference to James game, and this has been shown in his current performances, he is now a lot more confident in his ability to perform on a bigger stage as well as being more capable of controlling his anxieties on the field. You can now see how positive thinking has changed his game; he is making a conscious effort to think in a way that benefits his performance. It is not one hundred perce nt accurate to say that Jamess performances have been better solely because of this program, they may be in fact some other contributing factors, but to the best of my knowledge he has undertaken any severe changes in training or supplementation. I am sure that there are ways in which this programme could have been changed to make it run more efficiently and with more effectiveness, but from the feedback received from James it was sufficient to meet his needs. From this I can take great confidence in my ability to prepare and enforce a good psychological training pro

Operation Barbarossa Essay

Operation Barbarossa, the code name given to Hitler’s invasion of the Soviet Union in 1941, would come to be considered one of Nazi Germany’s greatest follies in the Second World War, and would play a monumental role in bringing an end to Hitler’s regime just a few years later. Though the operation itself lasted less than six months it resulted in four years of harsh fighting on the Eastern Front, marked by an enormous casualty toll for both the Russians and the Germans and countless battles fought in the cruel conditions of Russian winter. All of this despite the fact that both countries had engaged in a mutual non-aggression pack two short years earlier. In 1939 Germany and the Soviet Union signed the Molotov-Ribbentrop Pact, a series of agreements regarding how both countries would split the territory separating them and share the resources therein. Signing of the pact created strong political and economic ties between the two nations, at least on the surface. Historians, however, argue that the pact was doomed to fail long before it was even signed, as Hitler had long harbored a disgust for the Soviet Union’s Slavic peoples, which he viewed as sub-human. Couple this racial prejudice with the extremely different political ideologies governing both countries and it becomes clear that the relationship between Germany and the Soviet Union was merely one of temporary convenience. Despite the volatile nature of the German-Soviet relationship, it still struck many as incomprehensible why Hitler should choose to invade Russia in 1941, with war already raging in the west. One can only judge that Hitler, in a misplaced display of ego, believed the west to already be won, with France effectively crushed and England standing as the only viable opponent on that front, struggling hopelessly to maintain a foothold on the European mainland. Believing the western front was theirs, Germany sought to expand her influence and complete her domination of Europe by conquering the resource-rich eastern countries- including the powerhouse of the Soviet Union. Preparations for the invasion began in April of ’41, as Germany began to secretly amass troops on her eastern borders. The plan involved a three-pronged Blitzkreig attack that would simultaneously strike northern Russia with the object of taking Leningrad, while a second group struck toward Moscow and a third took a southern route through the Ukraine. By doing this, Hitler believed that the Russians would be caught completely off guard and would be unable to mount an effective defense in so many places at once. Hitler’s plan, however, contained a number of fatal flaws. Firstly, he greatly underestimated the numbers and strength of the Soviet military, which had effectively doubled its number of troops, artillery pieces and aircraft since the outbreak of war in western Europe. Though not all of this strength was situated in the western part of Russia, where Hitler planned to strike, significant advances had also been made in Soviet infrastructure (most significantly, their railroad system) such as allowed for more efficient movement of troops and supplies, and therefore faster mobilization. Also, the German superiority in armor, which had served them so well in their western blitzkrieg was lost to them here- Soviet tanks, though less technologically advanced at this point in the war, actually outnumbered German tanks approximately four-to-one. The one advantage inarguably held by the Germans was troop quality. The German army was well trained, well equipped and led by experienced and educated officers. The Soviet army, in contrast, were untested by battle and overwhelming led by incompetent officers, many of whom had been given their commissions in exchange for political favors. The vast majority of Soviet officers had less than one year of experience, as many of the older and more experienced commanders had been executed or imprisoned during Stalin’s â€Å"Great Purge† between 1936 and 1938. When Operation Barbarossa began in the pre-dawn hours of June 22nd, 1941, Germany initially made fantastic gains. Approximately three million German soldiers, supported by armor and the Luftwaffe swarmed across the border, advancing more than 200 miles in the next 5 days. The only solid resistance they were met with in the first few days of the attack came in the south, where Soviet commanders reacted quickly and were able to organize an effective defense. The central and northern arms of the German advance, however, met little resistance and charged ahead at full speed- a factor that would later return to haunt them. Armored divisions of the German army actually advanced too quickly, putting them well ahead of the infantry divisions meant to support them. This forced Hitler to call the Panzer divisions to a halt for nearly a week to allow their accompanying infantry troops time to catch up- a week that was used by the Soviets to amass troops ahead of the German advance and fortify target cities such as Stalingrad. By the time the order was given to resume the advance, heavy rainstorms struck which greatly slowed the progress of German tanks attempting to slog down muddy roads. With their advance slowed and the element of surprise expired, the Germans faced ever-strengthening resistance from the Soviet army. In a decision that would prove disastrous, Hitler ordered the central arm of the attack to call-off its march for Moscow and redeploy to the north and south, strengthening the other two prongs of the invasion in hopes of quickly capturing the rich oil fields in the south and the Soviet stronghold of Leningrad in the north. This had mixed results, as the southern wing of the attack was eventually successful in capturing Kiev, and with it an approximate 600,000 Soviet troops, but the advance in the north stalled as heavy resistance was met in Leningrad. The southern wing, after completing its advance through the Ukraine, resumed the march toward Moscow, ultimately coming within 15 miles of the Soviet capital before the Soviets’ greatest ally came to their aid- the harsh Russian winter. As had been the case for Napoleon more than a hundred years earlier, the Russian winter proved disastrous to the unprepared German troops. Expecting a quick victory, the German army had not bothered to supply its men with winter uniforms, and as the snows set in many found themselves facing temperatures well below zero wearing little more than light cotton summer clothing. Frostbite, pneumonia and other side effects of the horrendous cold mercilessly ate away at the German divisions, which were already weakened by months of hard fighting. To make matters worse the cold prevented use of German tanks in many instances, which froze solid in the fields, and high winter winds and snow flurries grounded the Luftwaffe, preventing air support. The Soviets in contrast, well accustomed and prepared for the hardships of winter, took the opportunity to launch a massive counter attack which robbed the Germans of most of their earlier gains, pushing them back over 200 miles and removing the pressure on Moscow. Never again would the Germans make it so deep into Russian territory, though the war continued on and countless more men would die in the years to come. The failure of Operation Barbarossa proved disastrous to Hitler’s Reich, which lost huge numbers of valuable and experienced troops and vast amounts of material that would have proved invaluable to them later in the war. They also awoke the military beast that was Soviet Russia and forced themselves to actively wage war on two fronts, a strain that would eventually prove too much for Germany as Allied efforts redoubled in the west with the entrance of the United States into the conflict.

A Social Partnerships in the New Millenium

Social partnership is very fashionable right now. It has become the new â€Å"buzzword† in Industrial Relations. The ‘new' government, the TUC and the CBI are all promoting partnership at work, every week there is another conference held somewhere in the country on the topic of partnership. There is also a huge amount being written about the issue, some Industrial Relations commentators have even hailed this as the most exciting thing to happen to UK industry in years. However, not every group completely agrees with this. For example, some groups believe that Social Partnership has had a very negative effect on British Trade Unions. At www.labournet.org.uk a group have named a bulletin board ‘Solidarity'. It is a page dedicated to ‘challenging social partnership' and it's apparent corrosive effects on union power. It is very typical of the types of arguments put forward by groups that are oh so against social partnerships. Stakeholders like the authors of solidarity believe that social partnerships tie unions to the coat tails of employers. What they want is a ‘new unionism' which opposes subordination to the ‘global market' and builds on the experience of the Liverpool Dockers. This group is completely opposed to any kind of privatisation and really wants more from unions than just a concern for working conditions. They want a break â€Å"..with the narrow work place concerns of ‘non-political' trade unionism† and believe that unions should fight † for the interests of the working class and oppressed as a whole†. They also see a need for a repeal of all â€Å"anti-union† legislation and an end to state interference into unions, such as social partnership agreements. Taken from ‘Solidarity', the journal that openly states it's purpose is to challenge social partnerships in trade unions, here are some ‘facts' that display how social partnerships have had a harmful effect on British trade unions: In Rover and the car industry, where the unions have identified the interests of workers with commercial success in the ‘global market', they have been gravely weakened and meekly accepted massive job cuts. USDAW has reached a ‘Partnership Agreement' with Tesco which takes away the right of the union members as a whole to vote on pay deals. The TUC has collaborated with a privatised utility in the Energy Industry and set up a company with them – Union Energy – thus effectively abandoning the fight for re-nationalisation. They are collaborating with a privatised utility which has decimated trade union members' jobs. The unions have swallowed ‘Investors in People' which identifies the interests of union members with the ‘business aims' of private companies. The TUC and most unions have accepted that the increased competition of the ‘global market' means unity with ‘our employers' and competing with workers in other countries. Stakeholders like these aim to challenge social partnership by campaigning for complete independence of the unions from the employer. They reject globalisation and counterpoise to it a working class internationalism which recognises that workers have more in common with those in other countries than they do with ‘our own' bosses. It is a very Marxist standpoint . They feel that for those in the unions who support their independence from the employers and the state, a systematic struggle against ‘social partnership' in all its manifestations is a central task if they are to break the unions from the employers' coat tails. They are insistent that this outlook has only been adopted by union leaders. It has though percolated down to many workplaces, reinforced by the fear of unemployment. This far left view contrasts greatly with those unions that actually see social partnership in a very positive, if slightly unclear light. Unions like FIET, The International Federation of commercial, clerical, professional, and technical employees see social partnership as a â€Å"new and challenging area of work for the union.† For unions that see the millennium as a time to accept social partnership, it will mean unions and companies learning to do things differently, rather than trying to campaign against this change. Some unions like FIET have accepted that we now have a government committed to promoting the partnership approach, and to ensuring that it becomes a permanent feature in the workplace. Unions like this have therefore accepted that social partnership is going to be around for a long time. I think that left wing reactions to social partnerships, like that of ‘Solidarity' is very much a reactive one rather than considered. I think that those stakeholders set so strongly against this issue need to understand that the government's political commitment to partnership goes far beyond the UK. We now have a new and positive approach to Europe and this social partnership model is at the heart of the EU's approach to all Industrial Relations. Indeed Social Partnership does mean long term changes to the Industrial Relations scene in Europe and in Britain, all that unions need to work on is understanding what these changes will mean for their members and the companies that they work in. Looked at from this more positive, optimistic standpoint then social partnership has the potential to deliver some very real benefits: Potentially it means that employers will be working with the trade unions to bring about improvements in the quality of work. It means that employees, through their trade union, will be given a much greater say in how their company is run. Social partnership should give unions the opportunity to be consulted earlier, more often and on a wider range of issues than has happened before. Surely the growth in partnership at work can only be a welcome one, if not somewhat overdue? However, these encouraging and upbeat pointers can only be achieved if the unions get themselves involved in equal terms right from the beginning, otherwise employers could try to do things without the unions. As stakeholders like ‘Solidarity' state I think that there is indeed a risk that social partnership may be used to try and undermine trade union organisation in the work place. Employers could potentially claim that they can have a partnership directly with their staff and do not require the union's participation. If the unions are excluded in this way then not only could there be disastrous consequences for union members but social partnership will not work for employers either. Partnership can only be successful when employees as partners are properly supported and resourced through a dependable trade union. To illustrate this point further, let us consider what may happen if the retail sector tried to introduce partnership without trade union involvement : Most employees in this sector work part-time. There are increasingly complex and unsociable working hours in retailing which in turn means that most employees may have very little contact with anyone beyond their shift. In these circumstances employees have less of an opportunity to form a collective view. Simply meeting together can be extremely difficult in such organisations, let alone having the resources and confidence to develop their own ideas and concerns. Therefore it is clear that in most cases employees are unlikely to become equal and effective partners when they do not have the time or the means to generate their own agenda. A dependable and experienced trade union means that employees can enter into partnership properly supported and resourced. To achieve this, a real commitment is required from employers to supporting trade union membership, as the best way for their staff to be given a voice and more importantly the confidence to use it. Basically partnership needs partners. But how will social partnership actually change things in real terms for employees and the unions? By answering this question I will hopefully be able to assess if social partnership is a viable way forward in the new millennium. Firstly, unions need to take a positive approach, for them social partnerships should be about: Co-operation, not confrontation. Improving the quality of working life. Employers listening to and respecting unions and vice versa. Employees developing their own agenda through their trade union. If they agree on the above terms then hopefully it will mean: Moving away from the common practice of the union only talking to companies once a year. At the moment, even with companies with whom there exists a good relationship, unions often only talk to the organisation at the time of the annual wage negotiations. Many unions feel that the annual wage round sometimes becomes a little tired and predictable, with companies offering the lowest increase that they feel they can get away with. However, partnership is different. For the unions, it means talking to companies throughout the year. It means having a constant dialogue with employers about what is happening at all levels of the company. It should also mean that the union is consulted on a wider range of issues. Companies are used to contacting unions when they are implementing redundancies or sell offs. Mainly because there is a legal obligation on them to do this, but unions have not in the past been consulted on the overall direction of a company or about strategic decisions that may affect employees. A Social Partnership means that the union should be consulted on a far wider range of issues than they have been used to. It means earlier and better consultation sessions, theoretically no more being told about something when it has already been implemented.

Classical Theory Vs. Modern Theory - 964 Words

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