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the answer:
I think as I said, we’re trying to, every time, the big picture, the big goal, is to foster
that [the sport’s] culture in New Zealand. So, I would say it’s not just a quick fix, a
quick fish if you will, it’s the whole bounty. I think that’s the goal every time.
(personal communication, April 24, 2008)
It was PSF5 that was able to provide an example of wanting to know more than just
[You can] relate it to the [national team] situation and talking to them about when
they need our players because obviously we have a lot of [national team players] on
our team, and you know when they need our players is a very specific question. And
then it’s like well why, why do you need them for that long, why do you need them
for this period when we are actually in season and those sorts of things, and getting
a deeper understanding of what they’re trying to do and what their goals are.
(personal communication, April 24, 2008)
PSF3’s opinion was somewhat mixed, explaining that it really depended on the
situation whether the PSF just needed and answer or wanted a greater understanding of the
issue:
[I]t would depend on what the scenario is really. And it would depend on what our
knowledge base is, I guess. It’s , it’s whether it’s something that we have greater
expertise in assisting them, then we’re probably just after an answer.... we have a
large knowledge base here in terms of our coaching, our scouting etc. (personal
communication, April 16, 2008)
The next step was to understand whether the PSF viewed the NSO as a source of
knowledge. PSF1 seemed to think they were a huge source of knowledge providing
examples:
Our administration officer…. deals with [the NSO] on a daily basis, well, not quite
a daily basis but certainly regularly, and one of the roles there is to give clearance
for your imports. That is a certain administrative part that we have to go through
[the NSO] to do things. Keeping in touch with the [national team] schedule and
what they’re up to, to the marketing people, I think each one of those are learning
from each other about how we do our games best, what they do in their games, what
we can bring to the excitement of our games. At the board level, I think they have to
work together in some of those things, the scheduling of games, the scheduling of
tours, those kinds of things. (personal communication, April 14, 2008)
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