Exploring Existentially-Based Interventions For Career Transitions in Sport

From Introduction: Career transition issues have become of increasing interest in the field of sport psychology. Confronting the end of an athletic career is an inevitable reality that every athlete will confront in his or her lifetime (Baillie, 1993), regardless of level of competition (Kerr & Dacyshyn, 2000) or the amount of free choice related to the transition. Many athletes are able to cope with the effects of the transition process effectively, and see retirement as an opportunity to pursue new ventures and identity roles in life. However, retirement from sport can be an event that often results in various adjustment difficulties for an athlete involving emotional, social, financial, and vocational conflicts. Some athletes have reported experiencing effects such as depression, eating disorders, decreased self-esteem, increased suicidality, and substance abuse (Kerr and Dacyshyn, 2000). These types of distress can be exacerbated by the fact that many athletes fail to adequately anticipate and prepare for their impending transition (Baillie, 1993), and often embark on the retirement process without any formalized support (Stier, 2007).Typically, the role of a sport psychologist has been to assist in maximizing an athlete's competitive performance during the course of their career. However, as a sport psychologist's primary responsibility is to serve active competitors and athletic organizations, this tends to come at the expense of failing to provide follow-up care for the athlete as he or she retires from sport (Taylor, Ogilvie, and Lavallee, 2006). Since the 1970's, when the efforts of professionals in European sports organizations first received attention, there has been growing interest in academic circles about career transition

Asking For Help: Vulnerability within Consultative Assessment A Couples Therapy Example.

In many different ways psychologists are challenged to evaluate their work and be accountable when therapy is not progressing. One time honored approach to addressing the lack of progress is to seek formal psychological assessment to gain a better diagnostic understanding as well as treatment recommendations. The perspective on the purpose of the assessment seems to have changed however. Historically, the presumption was that there was some kind of pathology that the clinician was not seeing, where currently the perspective seems to be shifting more towards a focus on what might not be working in the therapeutic process. This shift in focus has led to new styles of collaborative and consultative assessment such as Therapeutic Assessment. Therapeutic Assessment was developed by Stephen Finn and has shown a great deal of promise helping clients and therapists gain valuable insight and move toward meaningful life changes (1998). Amidst the promise of consultative assessment also lie potential challenges for the referring clinician. This paper will explore the nature of consultative relationships in the field of mental health and the current thoughts about the advantages and challenges of these relationships. Using a case study format, it will discuss and illustrate issues of professional vulnerability that can arise during these relationships and postulate that a similar vulnerability could be present during a consultative assessment. Recommendations are made for maximizing the success of this type of assessment, and ideas for future research are reviewed. Through the lens of a couples Therapeutic Assessment case, this paper will examine what it is about this unique kind of professional relationship that garners such powerful potential and pitfalls.

The New Strategic Onboarding Process

Onboarding is an important aspect of the employment process that has been often ignored. Overlooked onboarding results in high turnover costs, totaling up to 30 to 50 percent of an employee's first-year pay. To decrease this turnover and its associated high costs, this paper proposes the implementation of a highly strategic onboarding process. This process has a strategic focus, SMART goals, integrates multiple offices and people, and addresses all new employee needs with two considerations, generational and technological advances. An employee stays continuously and actively engaged, with vested interest in success, maximizing engagement and retention. The process focuses on constant and continuous feedback from all stakeholders. The project is a practical guide for implementing a new strategically focused onboarding process.