THE Victorian idea that children should be seen and not heard is one which has often been adapted for players since the inception of the GPA 10 years ago. A belief that players shouldn’t interfere with the status quo is one readily identifiable in the rush to frame current disputes as ‘player power gone mad.’
The term ‘player power’ itself, is essentially a pejorative one. Whenever the phrase is coined it often suggests that there is an unreasonable behaviour inherent in players taking issue with their treatment. It is often accompanied by other well-worn phrases such as pride in the jersey, only passing through, sanctity of the dressing room etc.
The fact that disputes between administrators, managers and players are increasing, however, would suggest that something else entirely is taking place, something evolutionary as opposed to revolutionary.

Players are no longer prepared to accept poor standards. This has come about for many reasons; greater education and experience, contact with top class facilities in college, ambitious club set-ups, the growth of an independent players’ representative body, the advances in sports science and the explosion of media coverage of Gaelic games, particularly television.

Amid these changes, players have become much more aware of the relationship between standards of preparation and success. Increasingly, players are prepared to articulate their concerns where they feel standards are not being met by administrators or management teams. Unpalatable as this may seem to those opposed to change, to those who believe that players should be seen and not heard, this is now a fact of life.
Of course, the rational response to this evolutionary change is to meet the required standards. Not every squad can succeed, but every squad can develop if standards are met and all units involved with a county set-up – management, squad, county board, sponsors – pull in the same direction.

To achieve this nowadays, there must be good management at all levels, measureable by outcomes. Excellent facilities, good structured communication, strategic planning . . . county hurling and football are really no different to other managerial tasks.In fact it was interesting to see the importance given to improving the standards of administration in the GAA’s recent Strategic Plan.

A modern approach to management doesn’t dilute a manager’s authority, far from it. Respect and trust are just as important as they were 25 years ago but the managerial brief has grown and it includes overseeing the various structures necessary for any modern squad to develop.

While there have been exceptions, recent improvements in general squad preparation and welfare have come about, primarily because players have spoken out. The creation of the GPA has hastened the process of change for the better but it has been helped by county boards with the vision and willingness to meet the required standard. This change was also franked by the 2007 decision to award Government funding to GAA players.

So far from being ‘mad’, an increased assertiveness by players has helped improve standards. Perhaps the fact that these improvements have exposed deficiencies elsewhere within the GAA would explain the antipathy towards change.