Intervening in unplanned social processes

This paper challenges ontological norms regarding sports policy and begins to showcase that, rather than a mechanistic, rational, “thing”, sports policy is an ongoing, highly involved, emotional, relationship-based process. Coaches constitute the frontline of sports policy and are equally integral to the policy process as those in administrative and managerial roles. This study draws on data from a longitudinal analysis of Olympic sport in the UK, leveraging the author’s dual role as a researcher and professional to gain unparalleled access and insight into the policy process. The methodology included 27 interviews with senior figures within four sports National Governing Bodies (NGBs), the author’s reflexive journal, and a document analysis of 108 publications spanning from 1960 to 2023. The findings underscore that policy is collaboratively created through human decisions and actions, with increasing specialisation and functional democratisation driven by growing public investment. Consequently, policy work necessitates intervention in unplanned social processes, requiring nuanced and varied tactics, including the management of emotions. This paper posits that greater efficacy in decision-making could be achieved by professionals more directly considering the human aspect of policy work and integrating coaching approaches rather than controlling ones.