judo ron 69-testing judo organizational optimization

7/30/2019 Judo Ron 69-Testing Judo Organizational Optimization

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Zuihitsu-Random Notes about Judo by Ronald Dsormeaux

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Judo-Ron 69 - Testing Judo Organizational Optimization

The world of judo is swiftly changing and with each day the International Judo Federation isaccelerating the paces. Olympic statures and competition acceptance rules are applying

pressures upon national and provincial judo associations to respond in accordance with the

intended objectives of increasing the visibility of judo events and as an aside, providing for a

technically improved judo.

For a while, we may have turned away from the impositions but as times go by, we need to face

the realities. We must adjust to the governing bodies or extricate ourselves from their

leadership. Either choice is difficult as both will profoundly affect the ways we conduct our

judo affairs/business.

The reality of these pressures is that they are now affecting our general organizational status,

the funding mechanisms, the governance and even the leadership structures of our dojo

teaching styles. With the new images of a modern judo being fed by several interventions and

at different levels, we are now discovering the increasingly complex and demanding issues. In

this tumult surrounding us and considering that some of these external artifacts are now

changing our judo ethos, we need to review the conduct of our organizations.

Are we caught in the vortex of an accelerating change to transform judo or are we heading into

a period of progressive changes that will render it an activity of excellence? Can we adequately

deal with these accelerating changes and complexities without destroying our learned and

present structures? Should we be planning to incorporate all the changes and substantially

change the ways we conduct our judo affairs in Canada?

Historical build-up

We are before a major challenge. Historically, we have been building our judo culture since the

early 1900s and have set up the various structures and mechanisms to teach the philosophy

and the techniques of the Kodokan judo. We have been accustomed to manage our sporting

activities at the local and regional levels by observing and imitating the role models provided by

our Sensei and founding members. Our current structures made up with judo-dojo

memberships, regional managers, provincial and national associations executives are the

products of the contributing members (mudansha and Yudansha) who have volunteered their

talents and expressed their consent to ensure that the federations management will lead them

towards excellence.


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These 5 objectives were later introduced as the basic principles promoted by the Federal

document known as the Long Term Athlete Development Model(LTADM) which was endorsed

by most federations coming under the tutelage of the Federal government. It is accepted thatfunding support is commensurate with the degree of compliance to this model.

At the national level, the governance of Judo Canada is partly influenced by the directives and

policies of the Department of Canadian Heritage, Sport Canada who works to advance all

accredited sports within the context of Government of Canada priorities. As such, the

Department is politically striving to establish Canadas presence as a leading sport nation at

home and abroad thus emphasizing its objectives 3, 4, and 5. Objectives 1 and 2 are intended to

entice all Canadians and their communities to enjoy value and celebrate the benefits of active

participation and the attainment of excellence in sport. The bulk of the efforts in those two

areas are mostly distributed or coordinated at the provincial and municipal governments

levels.

Financial aspects are important

Our current funding is made up from memberships and from Federal funding apparatus. There

are no solid outside financial sources that contribute to its growth. Judo Canada received

financial help mainly from diverse Sport Canada funding programs and especially from the high

performance sector (Athlete Assistance Program) and some financial help for the organizing

committees and the hosting of international sport events as well as partially sponsoring the

Canada Winter and summer Games. In 2011-12 Judo Canada received over one million dollars

in the high performance area and $45,000 as part of the federal hosting program.

The former AAP contributes to the pursuit of excellence through its contribution to improved

Canadian judoka performances at major international sporting events, enabling them to

combine their sport and academic or working careers while training intensively in pursuit of

world-class performances.

The Sport Support Program (SSP) is a financial contribution aimed at developing the individual

judoka and coaches in order to perform at the highest international levels.

The Hosting Program is the third segment for the Government of Canada to assist sport

development and aims to augment the visibility and the international profile of Canadian sport

organizations. It provides contributions to entities responsible to host the Canada Games and

other international sport events in Canada. It is understood that the Toronto Organization

Committee for the 2015 Pan Am and Para Pan Games will receive $ 13.5 million for hosting the

games.


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The action plan as an outcome of the financial perspective

Partly for the above financial reasons, the Judo Canada governing authorities have taken the

sporting dimensions of judo as its primary focus: to promote and support the LTADP and

obtaining World level success in international competitions. By providing the base to develop

excellent judoka which in turn will become role-models for aspiring competitors, the

organization is stimulating the interest and encouraging the general population to participate in

all judo activities. To accomplish those goals, the organization will scout around to find suitable

candidates who are motivated and capable to commit to a long term training regime. It will try

to place as many as possible qualified participants to as many international events as possible.

For ensuring both the quality and quantity of representatives, the National Training Centre will

ensure the best training platforms for the judokas and will provide for the best supporting

entourage of experts and coaches.

To upkeep these objectives, the National organization largely depends upon the participation of

a sustained and growing number of Provincial membership which needs to be well structured

and active in all the interested judo domains be they in the form of developing educational

literacy and participation in judo within the recreational or competitive facets.Provincial mandate

Amongst the Provincial and Territorial organizations that collaborate towards the attainment of

these national goals, lets us have a quick look at the Judo Ontario Mandate.

Within its geographical area of responsibilities, its mission is said to foster, promote and regulate the

sport of Judo within the province by arranging, promoting and supervising the training aspects, the

tournaments, competitions and judo exhibitions. In keeping with its desire to provide technical

excellence, it oversees the development of coaches, officials and instructors through clinics and

specialized courses of study.

As a regional governing institution, it provides necessary policies and directives, regulations and

instructions to its membership to ensure all the programs are accessible and equitable to the

community members and that they respect the physical safety measures and the ethical conduct

demanded of all participants. The Provincial association provides the necessary overall environmental

supervision to ensure that the teachings, practices and objectives of the Kodokan Judo are respected.

Like other sisters provincial governing bodies, the association is aiming for a steady growth during the

next few years and increasing the diversity of its services to its clientele.


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The core of the judo structure

The core of the Canadian judo structure rests with the DOJO activities and memberships. This is crucial

to the survival and expansion of our structure. There, whether judo is practiced in recreational centers,

in schools, in private establishments or within municipal complexes, the judo introduction when

launched is bond to progress when it is based upon a shared vision and the interaction between players

and the Sensei.

The fundamental knowledge and skills cannot be transmitted without the proper support and the

comprehension of all those implicated in the program delivery. Goals and objectives need to be well

established and communicated to ensure the necessary harmony is obtained in the accomplishments.

Active participation and growth are fundamentals to the survival of the Dojo. Should the Dojo

memberships or the teaching staff feel that they are left out or deprived of the organizational support

expected from the Center, there will be minimal or no expansion.

It is at the Dojo level, that the 5 national priorities need to addressed. The introduction to judo must

provide for the acquisition of fundamentals skills and knowledge while ensuring sufficient options are

given for pleasantly moments and playful activities; for developing healthy habits, and offering social

interactions and relaxation periods.

Similarly, the Dojo must provide constructive paths for would be competitors so that they can build

upon the fundamentals, practice within a safe environment, develop tactics and strategies to best use

their energy to overcome obstacles as presented in Randori or in other forms of regional combat

situations. The judo ethics and values must carve the mental attitude that will guide the judoka in their

quest for greater challenges.

Although physically isolated from other teaching centers, the Dojo must maintain open communications

with all of its memberships, with its immediate staff; other centers of excellence; the local and regional

communities; the parents; the local support groups; the social entities who can or have showed interest;

the press and telecommunication agencies; the municipal and communities authorities and, the peer

groups of professionals who can provide additional opportunities to learn and exchange new values and

help motivate the membership.

As we mentioned earlier, judo values and structures are constantly changing. Dojo membership cannot

afford to be the lone wolf and remain independent of others. The membership cannot operate in silenceand remain a silent follower within the pack. The voice of the dojo must be heard and communicated as

often as needed to gain proper acceptance by the ensemble of the organization and be party to its

decision making. As a center of activity, the dojo has a major role to play to influence the directions we

may choose to align the future organizational structure and judo programs in Canada.


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Dojo importance

The future champion or the next judo instructor will emerge from the right Dojo structure. This is the

birth place where masters are formed after having followed an extensive training period under the

guidance of seasoned teachers and where individuals are molded to use energy intelligently and to

provide mutual benefits to others. The dojo is the educational milieu preparing the judoka to face the

immediate and the future environments.

In current critical times, the Dojos mission is too important to be left without a proper mission

statement endorsed by the federation. Both entities must coordinate their goals and support each other

with proper growth plans, revised objectives and communication strategies.

It has often been said that no action is to be done without reason. Organizational changes are no

exception, they must follow the need to improve, be desired, wanted and obtainable within areasonable time frame. If all parties can agree on the direction to follow, we can all celebrate our

accomplishments.

I wish you all a good summer session.

Ronald Dsormeaux

Judo Teacher, Hart House Dojo, University of Toronto

June 2013

Note

This article contains copyright and is registered with the Electronic Data Bank of the National Archives of Canada.

Reproduction for non-commercial purposes is permitted. Should there be a need for additional information, please contact:

[email protected]

References:

Statistics Canada catalogues: No 81-595-MIE 060, 81-595-MIE 2008060, Service Bulletin 63-246X

Judo Canada and Judo Ontario Constitution and Mission Statements of the Corporations

The Canadian Sport Policy 2012 from the Department of Heritage Canada (Minister of State (Sport))

judo ron 69-testing judo organizational optimization

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