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[W]ith the staff that we’ve got here, I would describe it as very good. There’s no
from what I can see, impediment from patch protection or habits that have to be
changed. All our guys are pretty flexible and keen to do what’s best for the sport
(personal communication, April 18, 2008)
NSO2 was also in agreement with the ability of the NSO to learn “I would say that
[the NSO] have got great ability to learn from the [PSF] because the people in [the NSO]
have got the vision, and have got the ability to learn” (personal communication, April 21,
2008).
However some impediments were starting to show as outlined by NSO3:
[T]here’s a receptiveness to it. There’s some capacity issues around both
organisations, whether that’s geographic or just time, and focus areas, as I said
there’s a different focus areas in some aspects, where the promotion, marketing, I
suppose of [the NSO] is around a membership driven organisation, as opposed, with
some elements of the single team or teams as our national team, whereas the [PSF]
is obviously driven around primarily promoting and supporting their [Australian
league] team. So, in that sense there’s some difference in the core operation of both
organisations, but the similarities, or the areas that are shared, there’s a willingness
to learn, sometimes due to capacity of both organisations. (personal communication,
April 22, 2008)
As a matter of significance to this study NSO3 used the word receptiveness, without
any prompting from the researcher.
One clear impediment was the resources of the NSO. NSO3 alluded to being
overstretched, which meant they didn’t have the opportunity to learn:
There’s a reduced number of staff working on a increased number of projects with
quite a wide focus and remit. So there are times where actually delivering
operational tasks can come ahead of actual organisational or personal and learning
development. (personal communication, April 22, 2008)
NSO5 seemed to support this view of a limited resource base:
There’s a willingness, there’s absolutely a willingness, but it comes back down to
what I talked about before, the resources within the management. People don’t wake
up every day and think, I mean, there’s their own business to do. (personal
communication, June 3, 2008)
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