Despite evident differences between approaches to talent development, many share a set of common characteristics and presumptions. We call this the Standard Model of Talent Development (SMTD). This model is articulated and the relevant literature drawn out to highlight the model's strengths and weaknesses. The SMTD has been enormously influential, in terms of both policy documentation and practice, and it retains an obvious common sense appeal. However, we will argue that not only is its attractiveness illusionary and inconsistent to the emerging evidence base from research, but it is also undesirable from a variety of perspectives and desired outcomes. In short, we suggest that the most common system for identifying talent is unsubstantiated from both a process and an outcome perspective.
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Richard Bailey and David Collins
Richard Collins, Katie Evans-Jones, and Helen L. O’Connor
In response to the recent literature regarding the development of applied sport psychologists’ service philosophies (Lindsay, Breckon, Thomas, & Maynard, 2007), three neophyte psychologists take an autoethnographical approach to detailing how they developed their current philosophies. Using vignettes and personal accounts of their experiences they describe how reflection on their beliefs and values about people, behavior, sport, and change has underpinned their development as practitioners. The three authors detail how their delivery has developed from an approach that initially relied heavily on one framework into a more client-led approach that is more congruent with their beliefs and how this has in turn enhanced their effectiveness as practitioners. The implications of this reflective process for other neophytes is explored in relation to the experiences of the three authors.