Sport Diplomacy: How to be an effective ambassador through sport

MODULE 1 : LESSON 5

Sport development priorities

There are two arms of Sport for Development within the Sports Diplomacy 2030 strategy: development of sport and
development through sport. Let’s break these two aspects down and explore their priorities.

Development of Sport

Development of sport is largely about providing opportunities for people to increase participation and to build skills
through engaging in different sports and physical activities.
Engagement can take place at different levels: from beginner, child, youth and masters sport to elite and professional
levels. Settings can also vary: from school, playgrounds grass roots community facilities/clubs to regional and elite
competitions and events.

The development of sport involves individuals and groups striving for mastery and, for some, excellence in the sport
(i.e., Olympic medals, World or League championships).

National and State sporting bodies are responsible for providing facilities, programs, coaching, sports science and
appropriate resources to achieve these sport development and performance goals. Australian NSO’s are also involved in
international programs to support sport and athlete development in the Indo-Pacific.
The strategy also includes the development of elite Pacific athletes and teams, as well as pathways for these athletes to
participate in Australia and international sport competitions. It also includes the development of pathways for Australian
sporting codes to increase their presence in the Pacific (Sports Diplomacy 2030, p.11).

The strategy builds on the strong sporting connections between Australia and neighbouring Pacific communities in
sports such as cricket, netball and especially rugby where ‘close to half of all players in the (Australian) National Rugby
League competitions having Pacific heritage (Sports Diplomacy 2030, p. 9).

Development through sport

Development through Sport is termed Sport For Development (SFD) and essentially focuses on 'the role that sport can
play in contributing to specific social outcomes and overall community well-being’ (Sherry, E., et al, 2016, p.6).
There are a number of frameworks for understanding the role of sport in SFD initiatives. As an introductory example,
Green (2008) uses three categories in her framework:
• sport for social inclusion (sports participation has important benefits and should be designed to include all –
especially minority and underserved groups);

• sport as a diversion ( the use of sport to keep participants from anti-social activities and provide social support;
and


• sport as a hook (engagement in other services and benefits using sport as the attraction and recruitment tool).


The use of sport for development are effective as long as programming and delivery is well planned, suitably resourced
and directly involves the people/community participating in the program according to their culture, values and
perspectives.
According to DFAT sport is seen as a ‘uniquely effective agent of change’ in sport for development because:
• Sport can increase physical activity and this reduces the risk of developing non-communicable diseases;


• sport provides governments and public health organisations a major platform to deliver important messaging of
health issues;


• sport also fosters social cohesion by getting communities experiencing conflict to learn and play, bridging
differences and involving young people who are disengaged; 


• sport can support the equality of women and girls by ‘showcasing their achievements and challenging gender
norms’;


• sport can also provide a safe space for women and minority groups who are at increased risk of experiencing
violence;


• sport can foster improvement in quality of life for people with a disability by fostering inclusion and social
interaction. This can also challenge negative community attitudes of people with a disability.

Lesson 6: Sports diplomacy network

There are several players or ‘actors’ that have a role in sport diplomacy. These actors, who can be individuals or
organisations, form two main groups: state actors and non-state actors.

State actors
State actors are those working in government, government agencies and as appointed representatives (e.g., Australian
Government, Department of Foreign Affairs and Trade, government ministers, employed public servants) When it
comes to sport diplomacy, the main Australian state actors include Sport Australia and the Department of Foreign
Affairs and Trade.

Non-state actors
Non-state actors are people and organisations that are not employed directly by or hold office in government. This can
include multinational corporations (e.g., Nike, Coca-Cola), media organisations (e.g., ESPN), international bodies (e.g.,
World Health Organisation, United Nations). Generally speaking, international and national sport organisations (e.g.,
IOC, WADA, FIFA) fall into this category.

The networks
State and non-state actors connect, interact, and collaborate in a way that can be described as the network of sport
diplomacy. Interactions can occur from local community level through to international level.
The diagram below captures all the main players and potential networks involved in sport diplomacy. Relationships and
collaborations can occur in a variety of directions depending on the particular sports diplomacy project, initiative, event
or meeting.
Community level actors
Actors include:

• Local community sport organisations


• State sport associations


• Volunteers


• Academics and educators


• Non-government organisations

National level state actors

Actors include:

• Department of Health – Office for Sport, Sport Australia, AIS, State Institutes of Sport


• Department of Foreign Affairs and Trade


• Australian Trade Commission


• Tourism Australia


• Department of Education


• State Departments (e.g., Health, Sport, Tourism, Education)


National level non-state actors

Actors include:

• Businesses, organisational development agencies, event planners, architects, sponsors, volunteers, etc.


• Australian Olympic Council


• Commonwealth Games Australia


• National Sports Organisations


 • Paralympics Australia


• Professional sport bodies (e.g., AFL, NRL, Cricket, Netball, A League, Grand Prix, Tennis Australia)


• Players associations


• Journalists and other media producers




International level
Actors include:

• International sport bodies and agencies: (e.g., IOC, FIFA, WADA) 


• Commonwealth Sports Federations


• International Paralympics Federations


• Global corporate sponsors and media


• Non-Government Organisations 


• International Human Rights and Development organisations (e.g., United Nations, UNESCO, Oxfam)

MODULE 2


Australian values
🆓 Fundamental freedoms
All Australians are entitled to several fundamental freedoms within the bounds of the law, including speaking freely and
openly, joining associations, holding meetings, worshipping their chosen religions, and moving throughout Australia
without restrictions.



✊ Respect for the equal worth, dignity and freedom of the individual
All Australians are free and equal, and are expected to treat each other with dignity and respect. Australians reject the
use of violence, intimidation or humiliation as ways of settling conflict in our society.



🗣 Freedom of speech
All Australians are free within the bounds of the law to say or write what they think about Australian governments or
about any other subject or social issue as long as they do not endanger people, make false allegations or obstruct the
free speech of others.



⛪ Freedom of religion and secular government

All Australians are free to follow any religion they choose, so long as its practices do not break any Australian law.
Australians are also free to not follow a religion. Religious intolerance is not acceptable in Australian society.



🤝 Freedom of association
Subject to the law, Australians are free to gather together and to protest against the government or any other
organisation as long as the protest is peaceful and does not damage or injure any people or property.



🗳 Support for parliamentary democracy and the rule of law

Australia is a parliamentary democracy, which means that Australian citizens participate in how the country is governed
and how Australian society is represented. Governments are accountable to all Australians. Elected parliaments are the
only bodies able to make laws in Australia or delegate the authority to make laws.


⚖ Equality under the law
All Australians are equal under the law. This means that nobody should be treated differently from anybody else
because of their race, ethnicity or country of origin; because of their age, gender, gender identity, sexual orientation,
marital status or disability; or because of their political or religious beliefs. Government agencies and independent
courts must treat everyone fairly.


( 🤝 ) Equality of men and women
Men and women have equal rights in Australia. Jobs and professions are open equally to women and men. Men and
women can serve in the military and both can also hold positions in government.


* Equality of opportunity and a spirit of egalitarianism
Australians value equality of opportunity and what is often called a ‘fair go’. This means that what someone achieves in
life should be a product of their talents, work and effort rather than their birth or favouritism.


🕊 Peacefulness
Australians are proud of their peaceful society. They believe that change should occur by discussion, peaceful
persuasion and the democratic process. They reject violence as a way of changing people's minds or the law.


👍 Shared values
An important feature of Australian society today is not only the cultural diversity of its people, but the extent to which
they are united by an overriding and unifying commitment to Australia. Australians put aside their individual
differences in the interests of living together as neighbours.

Module 3: Cultural Competence and Sport

Formal rules

The basic rules that distinguish a sport (e.g., golf) from others (e.g., netball, football). For example, the formal rules of
golf basically lay out the goal to be achieved (e.g., golf ball in hole) plus the permissible means to do so (e.g.,
propelling the ball using only approved golf clubs). If you break one of these rules (e.g., pick up the golf ball and walk
to the green), it cannot be said to be golf. You’ve broken the game.

Regulative rules

The penalty-invoking rules that restrict the scope of actions within the formal rules. Penalties are assessed for different
infractions. Breaking these types of rules don’t usually break the game; rather, it means that a penalty is given and the
match continues.

Unwritten rules

The unofficial system of conventions which determine how the official rules of the game will be applied in various
concrete circumstances.

For example, basketball is formally a non-contact sport, but some types of body contact are permissible (e.g., a
stationary ‘pick’ forcing an opponent to go around), while others are unacceptable (e.g., a moving ‘pick’ into an
opponent) and draw a penalty.

There may be various social goods or benefits by not adhering strictly to the official rules. Basketball would be a slow,
start-stop affair if each and every incident of body contact was penalised. So, incidental body contact may be
overlooked in favour of freer-flowing play.

Module 4: Diplomatic Tradecraft for Sport Stakeholders

Representing yourself and your country, with Steve Moneghetti

Steve Moneghetti is one of Australia's greatest marathon runners, representing Australia at four Olympic and
Commonwealth Games. In his post-running career, Moneghetti held esteemed roles including the Mayor of the
Commonwealth Games Village at the Melbourne Commonwealth Games in 2006. In 2010, he was named as the
Australian team's Chef de Mission for the 2010 Commonwealth Games in Delhi, a position he held for the 2014
Glasgow and 2018 Gold Coast Games. He continues to serve in other leadership and ambassador roles in Australian
sport.
Protocol, with Caitlin Byrne
Knowing how to act, especially in international and culturally-diverse settings, can be challenging. It can depend on a
range of factors such as culture, who is hosting and the purpose of the occasion. This is where protocol comes in.

Protocol involves the official procedures or system of rules governing affairs of state or diplomatic occasions. It is
important in both official diplomatic settings and representative events in international sport.

State and sport protocol

State protocol provides a common standard for treatment of states and their representatives. In other words, it sets out
the 'rules of the game’ for international engagement. These rules are outlined in the Vienna Convention on Diplomatic
Relations (1961)
State protocol covers:
• how heads of state and heads of government are treated


• the way visits are organised


• how communications are handled


State protocol is usually handled by protocol units in the offices of heads of state and heads of government. For
example, the Ceremonial and Hospitality Branch of the Department of Prime Minister and Cabinet (CERHOS) is
responsible for this in Australia.

Sport protocol
Sport protocol covers the organisational aspects of major sporting events including:
• how important people are treated


• the way events are organised


• conduct of important rituals and ceremonies


• how communication is handled


For example, the Olympic and Paralympic Games adhere to a set of protocols for opening and closing ceremonies,
medal ceremonies, the use of flags and anthems, as well as the conduct of competition itself.
Learn more about Olympic and Paralympic event protocols at these links:

• https://www.olympic.org/faq/games-ceremonies-and-protocol


• https://www.paralympic.org/ipc-handbook



Orders of precedence
In diplomatic protocol, there is a ranking of a country’s official representatives called the 'orders of precedence'. This
order, based largely on seniority among diplomats, is designed to resolve issues related to the ranking of importance for
international meetings. Orders of precedence are also applied in sport diplomacy settings.
Understanding the order of precedence for the representative occasion you are attending may help you appreciate the
importance and sphere of influence of certain people.



Etiquette
Etiquette is a set of conventional rules of personal behaviour, usually in the form of a code that describes the expected
and accepted social behaviours typically observed by a society, a social class or a social group. [Source]
Etiquette is made up of two parts: manners and principles.
For example, the handshake is a classic Western greeting. In ancient Rome, people grasped forearms to greet one
another; while in Asia, many people bow when meeting. Those are all examples of manners. But the principle behind
these examples is to show respect and welcome another person, which many consider both universal and timeless.
Simply put, manners are often the how, and principles are the why.

Manners
'Please and thank you,' holding doors, chewing with our mouth closed, dressing appropriately and shaking hands are
examples of manners. They are important because they tell us what to do and what to expect others to do in return. They
also give us confidence, so that we can focus on the person we are with and what we are doing
Principles
Etiquette is more than simply good manners. Consideration, respect, and honesty are underlying principles of etiquette.
They are timeless and cross-cultural, unlike manners that can change over time and differ around the world.[source]

Conversation starters
Are you confident enough to just walk up to someone you don’t know and start a conversation? The process is much
easier when you have a few handy 'icebreakers'.
Here’s a few tips that might be useful in representative occasions:
• Offer a sincere compliment – this makes the person feel good


• Ask for a small favour – this establishes instant rapport


• Offer your opinion, then ask theirs – this sets the tone for an interesting chat


• Ask about them – people like to talk about themselves


• Find common ground – mention a common friend or colleague, sports team or hobby


• Just say hi – most people won’t ignore you if you simply introduce yourself with a hello.

Holding conversations
Here are 10 tips to improve your conversations:
• Listen carefully to what the other person is saying.


• Express yourself openly and honestly. 


• Avoid making judgments.


• Look for obvious cues as conversation jumping-off points.


• Stay on top of the news, and use it when needed.


• Come up with an agenda.


• Don’t be put off by silence, as it allows thinking time before responding


• Note whether the other person would like to break off the conversation.


• Be careful about making jokes that could be perceived as insensitive.


• Use conversations with new people as practice for improving your skills.



Ending a conversation
Here’s how to end a conversation politely so you can move on without anyone feeling awkward.
• Say thank you and goodbye.


• Excuse yourself to phone home.


• Ask who else you should meet.


• Introduce the other person to someone you know.


• Ask directions to the rest room.


• Ask if you will meet the other person at a future event.


• Ask for the other person's card.


• Give the other person your card.


• Ask to connect on social media.


• Plan a get-together.

Effective networking, with Moya Dodd
A good network can advance your efforts to promote your career goals and the interests of your sport and country.
The relationships you build in your network provides you with some significant advantages including:
• the ability to draw on and learn from rich and varied experiences and knowledge


• increased visibility in important sporting and related communities 


• a place to bounce ideas around, consult and gather useful information


• awareness of opportunities


• support for influential decision making and actions.

Organising a representative event

Sports leaders are often involved in projects and initiatives that require meetings with various Australian and
international stakeholders. For instance, Sport Development programs in the Indo-Pacific have partnerships with local
communities in the region, NGOs, program funders, government representatives and the Australian sporting body
delivering the program. Sporting exchanges between elite sports teams in the Indo-Pacific and Australia require
organisational meetings, as well as welcome, team/athlete engagement, educational, cultural and farewell events.
Australia’s international sport business, education and trade opportunities can be cultivated though hospitality functions
that bring together international guests, along with government and sports organisation representatives. Sport team
captains, coaches, team mangers and athletes will often be guests at these meetings or functions, so they need to be
prepared to accept some responsibility to effectively represent their sport and Australia.
Purpose of the function
Ask yourself:
• What is the purpose of your function?


• What are the desired outcomes?


• What resources do you have access to?


• What kind of audience do you wish to have?


• What type of function is best suited to your purpose? (informal or formal? Large or intimate? Public or
private?)


• How can you make it special?



Acknowledgement of Country
If your meeting is based in Australia and involves international visitors, it should commence with an Acknowledgement
of the Traditional Custodians of the land on which the gathering is taking place.
The Department of Foreign Affairs and Trade provides information on this in the Protocol webpage here.

Introductions
There are three ‘golden rules' to follow when you are introducing guests or colleagues to VIPs at international
engagement functions:
• Introduce first the most important person (known from title and Order of precedence).


• Introduce others in your group or delegation to that most important person.


• Introduce up – from junior to senior, younger to older and newcomer to more experienced.


Keep conversation flowing

• Set the tone as host with appropriate and welcoming introductory remarks


• Ensure to include others in conversation and invite them to speak


• Avoid lulls in dinner table conversation


• Be mindful that the first ten minutes are critical


Keeping the event running smoothly
• Ensure good advance planning


• Prepare and follow a run sheet


• Provide a briefing prior to event


• Adhere to your pre-arranged role


• Watch for signals from the host


• Make guests feel at home


• Play your part with introductions, conversations and inclusion


• Follow appropriate protocols



Greetings
Making a good first impression is grounded in awareness and respect for cultural diversity. Here are some of the things
to ask yourself when greeting someone for the first time in a cross-cultural situation:

• What is the status of the person being greeted?


• What level of formality is the meeting/occasion?


• Will business cards be exchanged, and how?


• Is it appropriate to touch the other person, and how (e.g., handshake, kiss on cheek)?


• What words should be used in the greeting/gestures?


• Who should initiate the greeting?


• How much eye contact should be made?


• How does gender relations impact on greeting etiquette?

India
In many parts of India and during formal occasions, it is common for people to greet with the traditional Hindu greeting
of “Namaste” (‘I greet the divine within you’). This is accompanied with a nod of the head or a bow depending on the
status of the person you are greeting.
Muslims may greet by shaking the hand of their counterpart accompanied by the phrase, “Salaam”.
It is generally appropriate for men and women to shake hands. However, it is advisable to wait for a woman to extend
her hand first. Some Muslim or Hindu men and women may not wish to touch a person of the opposite gender.
Indians expect people to greet the eldest or most senior person first.

Thailand
In both a formal and informal situation, Thai people greet each other with the word ‘sawadee’ followed by ‘kah’ for
females and ‘kraap’ (soft r) for males.
In an international context, a handshake is an acceptable greeting. However, a male may only shake a female’s hand if
she extends it to him first.
Greetings are accompanied by the gesture known as a ‘wai’, which is the placing of two palms together, with fingertips
touching the nose.
China
In formal situations, people bow slightly or nod politely to greet one another formally. The bow is from the shoulders
and should be greater if the person you are greeting has a higher status than you.
If seated, the Chinese will stand up out of respect when they are introduced to someone.
Always greet those that are older than you first.

Japan
Use formal titles when addressing someone for the first time and do so until they permit you to do otherwise. Similarly,
never call a Japanese businessman by their first name.
The casual bow is a slight bend from the waist and a dip of the head. It is used when informally greeting someone or
walking past someone of a higher status. Business interactions involve a deeper bow, where the torso bends from the
waist by about 30 degrees.
Singapore
Singaporean greetings vary between the major ethnic groups.
A handshake generally suffices as the appropriate greeting between two people. However, Malay or Indian
Singaporeans may not wish to shake hands with the opposite gender.
A Singaporean’s handshake may be quite light and held for a longer duration.

New Zealand
A handshake is the common greeting between strangers. It should be firm and accompanied by eye contact to reflect
confidence.
Māori ritually greet each other with the hongi. This involves two people pressing their noses and foreheads together,
holding each other’s heads, and breathing in simultaneously to share the same moment and breath. This special greeting
is generally reserved for formal Māori events.

Hierarchical cultures
In cultures with strict social positions and roles, there are definite rules about who should speak first, which is usually
the person who is older or in a superior position (e.g., grandparent, boss).
It is common to use a more senior person’s full name and honourifics (e.g., Dr., Madam, Professor) to show respect.
This contrasts to Australian culture of using first names and having more leeway on who speaks first.
People from Anglo-Celtic or Latin American cultures often overlap each other in the same conversation or carry on
multiple conversations. In Asian cultures, it is important to let someone finish talking and follow it with a momentary
pause.
The silence pause is valued in many Asian countries to permit thoughtfulness; while in Western cultures, silence can be
awkward.

Direct or indirect
Communication can be direct or indirect depending on the culture. In Western cultures, the words ‘yes’ and ‘no’ are
usually interpreted directly as agreement or disagreement. In other cultures, the word ‘no’ may be avoided altogether
because it is inappropriate to openly disagree, especially with someone who is in a senior position. The word ‘yes’ in
some cultures might not mean agreement, but simply ‘under consideration’.

Humour and slang

Humour tends not to translate well across cultures, so is best avoided in conversation. Australians are well known for
their slang (e.g., bloody oath, bonza, mate, avo, tinnie, barbie, footy), but it is likely to be met with blank stares from
non-Australians.
This awkward exchange is a classic example of a failed attempt at cross-cultural humour.

Non-verbal communication
A great deal of communication is displayed through body language. There are cultural differences here as well in terms
of personal space, eye contact, touching and gestures.
Westerners usually expect direct eye contact; but this can be seen as disrespectful in many African countries and for
Indigenous Australians.
Physical touch, hugging and kissing is common in Russian, Greek, many Latin American and some Middle Eastern
cultures (with proviso that Muslim women do not touch men). However, touch is not commonly used amongst
Japanese, English, Canadian and some Scandinavian cultures.

In a high-context culture, communication will be framed very much in terms of prior hierarchical
relationships.

Communication tends to be:

• Based on implicit understandings built up from prior relationships


• Less reliant on explicit verbal or written expression


• More focussed on long-term relationships


• Relationship centred; that is, on personal face-to-face relationships, often around key senior person
with authority
 In a low-context culture, communication will be framed very much in terms of public information and
codified rules.

Communication tends to be:

• Based on explicit understandings from accessible information


• More reliant on explicit verbal or written expression according to public conventions


• Tied to interpersonal relationships of shorter duration


• Task centred; that is, on what needs to be done and division of responsibilities

Using translators and interpreters

Here are some basic 'in-the-room' tips when translators/interpreters are required to facilitate conversations:
• Clearly outline the role of your translator and be prepared to reiterate this role during a meeting


• Speak to the person you are engaging in conversation with directly; don’t speak to the interpreter.


• Ensure the interpreter is positioned at your side so they can be heard by you and your conversation partner.


• Speak directly to the person rather than asking the translator to explain things for you.


• When the person you are conversing with talks to the interpreter, draw the conversation back to you.


• Speak slowly and allow for pauses so the translator can keep up.


• Speak in short sentences.

Gifting
Giving and receiving gifts can be a sensitive matter. In Western cultures, the offer of gifts or other benefits can be
construed as an attempt to unduly influence your decision making. Accepting a gift might leave you feeling a sense of
obligation to the gift giver.
Undertake some research or check with local staff on what is appropriate. Be sure to consider cultural and personal
appropriateness, as well as reciprocal value or meaning of the gift. Your sport organisation will most likely have policy
guidelines on accepting gifts, as well as a register for recording gifts of certain value.
For example, the image shows a ¥10000 (approx. US$100) melon, carefully cultivated and selected for its lack of
imperfections, intended as a gift in the Japanese custom of gift-giving.[Source]

MODULE 4 : LESSON 4

Negotiation skills
Negotiation is a form of discussion used to settle differences and reach agreements between two or more parties.
Negotiation can often result in a compromise where the parties involved make concessions.
“In an anarchic world, negotiation is the primary mechanism for mediating difference, achieving legitimate change,
solving transnational problems, and managing the requirements of co-existence” Prof. Caitlin Byrne
Negotiation skills involve communication, persuasion, planning and strategy.[Source]

Communication
An effective negotiator has good communication skills, including active listening, responsiveness to non-verbal cues
and clear expression. These skills, in turn, facilitate mutual understanding and avoid unnecessary misinterpretations.

Persuasion
Persuasiveness is the ability to positively influence and convince another of the merits or shortcomings of a proposed
idea or course of action. While persuasion can be one-sided, it can be more effective if options and solutions deliver
benefits to all parties.
Planning
Plan for the outcomes of negotiation. You should consider how your agreement will impact those involved in the short
and longer term; and decide how the conditions of the agreement will be carried out. This should be mutually agreed to
as part of the negotiation.
Strategy
Prepare a back-up plan or two if your initial terms of agreement are not accepted. This might mean putting your best
foot forward in the initial stages, but having some alternatives to bring to the table if needed.

'Positions' are the things you want or don't want, and are usually visible or 'above the surface'. While interests are not
always visible, they are 'below the surface' and important for informing where each party is coming from in the
negotiation process.

Interests
Interests run deep – not always visible, but will inform negotiating positions.
Understanding interests can steer negotiations towards mutual outcomes (win-win).

Positions
Positions relate to material and substantive issues – or the ‘what’ each party wants.
Positional negotiation, without attention to interests – or the ‘why’ each party wants what they want —can steer
negotiators towards zero sum (win-lose) approaches.

Getting a 'win-win' outcome

Quality relationships
The quality of the relationship may affect your negotiation (e.g., with a friend). It is important to separate the person
from the issue when you are negotiating to get the best outcome for the parties involved.

Interest focused
You should be interest focused (i.e., what the partner is interested in) rather than position focused.

Good criteria
To achieve a 'win-win' outcome, develop criteria at the outset as to what will shape a good outcome for all parties.

Develop options
Develop several options for a solution and find the best option through the negotiation process. This will give the
parties the sense that they have had a choice in the outcome.

Negotiation in sport diplomacy, with Moya Dodd

Sporting events at the centre of international or regional cooperative activities and bilateral relationships require long-
term, multifaceted negotiations.
Sportspeople sometimes also find themselves involved in the negotiation or dialogue between nations and other global
actors.
Negotiation in the sports diplomacy context is usually multi-sectoral or multi-stakeholder with significant political and
diplomatic dynamics at play.