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Refrigeration & Ice


HOCKEY CANADA’S ISSUES GO BEYOND A FEW BAD APPLES — THE ENTIRE SYSTEM NEEDS TO
BE RE-ENGINEERED
IN SECTION: REFRIGERATION & ICE

By Jennifer Walinga, Professor, Communication and Culture, Royal Roads
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Five hockey players from Canada’s 2018 gold medal-winning world junior team are
facing charges in connection with an alleged group sexual assault of a woman
after a gala event in London, Ont. six years ago.

Lawyers identified their clients as current and former NHL players: Michael
McLeod and Cal Foote of the New Jersey Devils; Dillon Dubé of the Calgary
Flames; Carter Hart of the Philadelphia Flyers; and Alex Formenton, currently of
Swiss team HC Ambri-Piotta and previously of the Ottawa Senators.

The players’ lawyers have released individual statements saying their clients
are innocent or will plead not guilty.

Regardless of what follows, it has become increasingly clear that charges of
sexual assault can no longer be silenced or swept under the rug in sport and
other contexts.

Hockey Canada paid a still-undeclared settlement to E.M., the claimant in a
$3.55 million sexual assault lawsuit against members of the 2018 world junior
national team. Another $6.8 million was devoted to settlements related to Graham
James, the junior hockey coach convicted of sexually assaulting young players he
coached in the 1990s.

Hockey Canada has spent a total of $8.9 million on 21 sexual abuse settlements
since 1989. Of that total, $7.6 million came from membership fees and the
investment generated by the National Equity Fund, and $1.3 million came from its
insurance. Hockey Canada has since announced it will no longer use funds from
membership fees to settle sexual assault claims.

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MORE THAN A FEW BAD APPLES

Psychologist Philip Zimbardo’s "Lucifer Effect" contends that, when dealing with
abuse, it’s not just a matter of removing a few "bad apples" — often, the whole
barrel is spoiled. The entire barrel-making system must be re-engineered to
produce only the finest barrels to hold and preserve apples with integrity.

Sport safeguarding advocates argue that, while efforts like the recently
announced Future of Sport in Canada Commission may address systemic issues by
re-engineering sport leadership and governance structures, the remaining bad
apples will continue to abuse power, derailing real change in Hockey Canada.

Those who abuse their power and benefit from power imbalance will exert that
power to preserve the status quo. Researchers have identified that the typical
leadership responses to abuse claims include complicity, collusion, control and
cover-up.

There is evidence of this within many Canadian national sport organizations
attempting change, including Hockey Canada, Gymnastics Canada, Rowing Canada,
Soccer Canada and Bobsleigh and Skeleton Canada.

According to Zimbardo’s theory, leaders must remove the bad apples while
addressing systemic issues — only then will they be able to create and maintain
quality, lasting barrels. Otherwise, the existing bad apples will poison the
new, rotting the barrel from the inside.

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POWER IN CANADIAN HOCKEY

Hockey Canada has seen wholesale change with the resignation and reconstitution
of both the CEO and board of directors. The new CEO was appointed in September
2023, but it’s important to note that new does not necessarily mean different.

Sexual assault is an abuse of power. One could argue that the culture of
misogyny and sexual assault evident across hockey environments is a product of
power abuse normalized across the hockey world:

 * Coaches hold power over athlete careers
 * Hockey Leagues hold power over coach careers
 * Funders hold power over CEOs
 * Veterans hold power over rookies
 * Men often hold power over women

Though often well-intentioned, power imbalanced structures and hierarchies allow
individuals and groups to abuse their power. Power imbalance is often sought and
preserved as a misguided means to achieve stability, security, dominance and
control.

However, the lack of independence can also lead to a lack of transparency and
concrete accountability processes, resulting in a recursive cycle of abuse and
corruption — a phenomenon that has been well-documented in academic, media and
government reports.


FIXING THE SPORT SYSTEM

Sport Canada leaders must remove the bad apples while re-engineering a new
power-balanced sport system grounded in independence, transparency and
accountability. We need only look to best practice in sport itself as the
blueprint for the Canadian sport system as a whole.

Independence must be built into the system by separating evaluation and
education from qualification. Great coaches educate and evaluate athletes, but
an independent body determines qualification based on gold medal standards.

For instance, the International and National Olympic Committees determine the
qualification standards for the Olympics and the international federations
research and provide gold medal standards for each sport.

National sport organizations should be guided by their international federations
to adopt well-researched performance targets, criteria and measures, all of
which should be made publicly available. Sport Canada should then use these
criteria to hold national sport organizations accountable.


GREATER TRANSPARENCY NEEDED

Too often, coaches and organizational leaders obscure criteria and procedures to
allow for subjective decision-making. An excellent coach posts performance
targets, criteria and measures early and often, and athlete performance outcomes
daily and publicly.

This approach can be scaled to fit any kind of sport organization or group.
Sport Canada must ensure evaluation criteria are comprehensive, public,
objective and grounded within standards of practice.

Transparency creates a partnership model of shared goals and collaborative
process, rather than a power-imbalanced model of authoritarian control and
compliance.


SPORT CANADA NEEDS ACCOUNTABILITY

Accountability demands concrete demonstrations of change. Sport Canada has been
chastised for implementing superficial box-checking processes such as the
Canadian Sport Governance Code and report-card system, which has since been
discontinued.

When boards of directors do not provide both advisement and a clear
accountability framework, it is easy for CEOs or executive directors to abuse
their power.

According to sound governance principles, Sport Canada needs to create a robust
accountability framework that demands verifiable evidence of policy
implementation and achievement of standards of practice as a condition of
funding.

To build sport organizations, structures, policies and processes that are safe,
healthy and high performing, the power balance of the system as a whole must be
re-engineered and those inclined to abuse power must be removed.

Those who inflict harm must also be removed and criminally charged based on the
law. Others who cover up abuse or are neglectful bystanders must be held to the
same standards. Only through a commitment to independence, transparency and
accountability can sport bodies become a space that champions not only
excellence but also the well-being of all its participants.

This article was originally published Jan. 29, 2024, and updated Jan. 30, 2024,
by The Conversation (theconversation.com) and is reprinted under Creative
Commons license.


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