Rugby: improvement

Rugby is a game of decisions. Every second, players choose: pass, carry, or kick? Blitz or drift? Jackal or get back in the line? The team that makes better decisions more consistently wins matches - not necessarily the team with more talent or better fitness.

Game management is the skill of making these decisions correctly under pressure, with fatigue setting in, with the crowd noise, with the stakes rising. It can be developed.

The Decision-Making Framework

Good decisions start with good information. Players need to see the game clearly before they can choose correctly.

The OODA loop in rugby:

  • Observe: What do I see? Defensive structure, space, support
  • Orient: What does this mean? Opportunity, threat, neutral
  • Decide: What's my best option? Pass, carry, kick, hold
  • Act: Execute with commitment

The faster and more accurately players cycle through this loop, the better their decisions. Training should develop each stage.

Developing Observation Skills

Many poor decisions come from poor observation. Players who don't see the full picture can't make informed choices.

Training observation:

  • Pre-scan: look before receiving the ball
  • Peripheral awareness: what's beside you, not just ahead
  • Key cues: what specifically to look for (defender's hips, space, numbers)

Drills for observation: Play games where the coach calls "freeze" and asks players to describe what they see. What options exist? Where's the space? Where's the threat?

Situational Awareness

Understanding the game situation frames decision-making. The right decision at 0-0 in the first minute differs from 3-0 down in the 79th minute.

Situation factors:

  • Score: leading, trailing, or level
  • Time: first half, second half, final minutes
  • Field position: own 22, midfield, attacking 22
  • Conditions: wind, rain, surface
  • Momentum: who's on top right now?

Players need to know the situation without thinking about it. Score, time, and field position should be automatic awareness.

Risk Management

Every rugby decision involves risk. The question is whether the potential reward justifies the risk in this specific situation.

High-risk decisions:

  • Running out of your own 22
  • Offloads under pressure
  • Speculative kicks without chase support
  • Committing extra players to the ruck

When high-risk is acceptable:

  • Trailing with time running out
  • Attacking in the opposition 22
  • Momentum strongly in your favour

When to play conservative:

  • Protecting a lead late in the game
  • Deep in your own half
  • Opposition on top and looking for turnovers

Pressure Moments

Certain moments in matches carry extra pressure. Decision-making under pressure deteriorates without specific training.

High-pressure scenarios:

  • Final play of the half or game
  • Penalty opportunity to win/draw the match
  • Defending a one-point lead in your 22
  • Restart after conceding a score

Training pressure: Create pressure in training through consequences, time limits, and competitive scenarios. Players who've experienced pressure in training cope better when it matters.

Communication in Decision-Making

Rugby decisions are rarely individual. Communication coordinates group decision-making and ensures everyone understands the plan.

Essential communications:

  • Ball carrier: "Carrying!" "Kicking!" "Looking left!"
  • Support: "With you!" "On your shoulder!"
  • Defence: "Up!" "Drift!" "Numbers!"
  • General: "Time!" "Space outside!" "Keep it!"

Leaders must take ownership of communication. The fly-half and captain should constantly talk, directing the team's decision-making.

Learning from Decisions

Post-match review should examine decisions as much as execution. Why did we make that choice? What did we see? What would we do differently?

Effective review questions:

  • "What was your thinking there?"
  • "What options did you see?"
  • "Given what you know now, what would you do?"
  • "What can we learn from this?"

Avoid blame. Focus on understanding and improvement. Players who fear judgment stop taking responsibility for decisions.

Developing Decision-Makers

Coaching approaches:

  • Guided discovery: ask questions rather than give answers
  • Constrained games: rules that force specific decisions
  • Decision overload: faster game speed to develop instinct
  • Post-play review: brief discussions about choices made

The goal is players who can read, decide, and act without waiting for coach instruction. Games move too fast for external direction - players must be autonomous decision-makers.

Key Coaching Points

  • Good decisions require good observation - train players to see
  • Situation awareness frames every choice
  • Risk must match the situation
  • Pressure can be trained - create it in practice
  • Communication coordinates group decisions

Drills to Develop Game Intelligence

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Player Empowerment

We have open this thread to continue the discussion on Player Empowerment started in the Coaches Hot Tip in this month's newsletter. If you missed it, here it is again. There is no doubt that if you want your team to be successful, you need the players to make decisions on the pitch for themselves. We know that if a team is used to getting the answers to problems on the field from the coach, it will mean that they will hesitate and look to the touchline before commiting to an action and that, of course, will be far too late! The coach can still influence things but once the game has started it is a fairly minimal influence, during the game it must be the players who react to situations as they happen and make decisions immediatley. Therefore, it is essential to have leaders in the team who feel confident about making decisons in the heat of the battle. They need to know that even a wrong call is better than no call. They should feel that their coach will support them in making a call and, if it was not necesarily the best decision, will help them make a better one next time without being too critical. Ideally, the leaders and decision makers will be at key positions in the team where they can communicate with other players as well as influencing play themselves. Key positions are Numbers%3A 2; 4/5; 8; 9; 10 and 15. This is often referred to as "The Spine or Backbone" of the team. This is not to say that a good captain and leader can't be in another position but if they are, for instance an 11 or 14, they will need good co leaders in the key positions to communicate their decisions during a game. To develop this spine to operate as leaders, the coach should involve these players in discussions about how the team are playing - making them feel some ownership and responsibility for the teams performance. They could also be involved in unit practises, for instance the 2 and 8 could Normal 0 false false false MicrosoftInternetExplorer4 occasionaly lead part of a line out practice, once the coach has agreed with them what the practice needs to achieve. The coach is not giving the players complete control but rather, allowing them to be involved in the process of team development. Obviously, the age and ability of your team can affect how far along this path you can go but, even with players as young as Under 8's, I have found that delegating some responsibility is a really effective way to build a cohesive and well functioning team! Let me know your thoughts on this type player empowerment. Good luck Simon

Archived User Coach

any suggestions on getting u 13s to communicate

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Archived User Coach

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I have started an under 10s team up, and I would say about 8 from the 13 children I have , did not play rugby until about 6 months ago. Of these players, there seems to be a lot of potential, as we are scoring tries against teams, that very rarely concede tries.the problem I got with them, is that we are very poor at organising our selves in defense when the opposition has the ball, which does result in us conceding quite a few tries. We have some very good tacklers in the team. Can anyone offer some ideas on how I can get them to organise themselves? Thanks . Chris.

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