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The cognitive properties and processes of teams have not been considered in sport psychology research. These properties and processes extend beyond the sum of the cognitive properties and processes of the constituent members of the team to include factors unique to teams, such as team coordination and communication. A social-cognitive conceptual framework for the study of team coordination and communication is offered, based on research on social cognition and from industrial and organizational psychology. This is followed by a discussion of coordination and communication in expert teams. In addition, an overview of the type of methods that could be used to measure aspects of team coordination and communication in sport is provided. The framework and methods afford hypothesis generation for empirical research on coordination and communication in sport teams, a means to begin examining these constructs in sport, and a theoretical base with which to reconcile the resultant data.

The objective of this study was to gain an understanding of expert cognition in orienteering. The British orienteering squad was interviewed (N = 17) and grounded theory was used to develop a theory of expert cognition in orienteering. A task constraint identified as central to orienteering is the requirement to manage attention to three sources of information: the map, the environment, and travel. Optimal management is constrained by limited processing resources. However, consistent with the research literature, the results reveal considerable adaptations by experts to task constraints, characterized primarily by various cognitive skills including anticipation and simplification. By anticipating the environment from the map, and by simplifying the information required to navigate, expert orienteers can circumvent processing limitations. Implications of this theory for other domains involving navigation, and for the coaching process within the sport, are discussed.

We studied the transition of an applied sport psychology training program at a public U.S. university from a face-to-face mode to a virtual mode in response to the COVID-19 pandemic. We aimed to identify challenges of this transition for supervisors and student consultants and best practices for virtual consultancy. This autoethnographic case study involved interviews with three program supervisors, ten student consultants, and one college coach. We also examined researcher observations and lived experiences during the transition. A blended ethnographic and codebook thematic analysis was undertaken. We identified two superordinate challenges: (a) program challenges and (b) consulting challenges. We also identified three superordinate best practices: (a) supervisor best practices, (b) student consultant best practices, and (c) best practices in sport psychology delivery. These findings can usefully inform efforts by individual consultants and applied programs at universities to adopt virtual modes of consultancy.