Reasonable vs. Rational
When discomfort signals progress, not failure.
The Father of Stress Research
The idea that something can be reasonable but not rational aligns with the insights of Hans Selye, the father of stress research. Selye demonstrated that what seems irrational—like stress-induced symptoms—can actually be the body’s way of adapting and thriving.
Fevers and injuries are similar; they might feel counterproductive but are progress signals. Even more concerning than a fever is the inability to mount one. Without this response, the body cannot effectively fight infections, leaving it vulnerable to more significant harm.
Similarly, the absence of specific injuries might not always be a sign of success in performance. No hamstring pulls might mean no one is sprinting fast enough, and zero knee pain might mean no one is jumping high enough. Just as a fever signals that the immune system is working, stress-related injuries can indicate that humans are pushing their limits—an essential part of growth.
Tactical Truth: Context Is King, but Trends Are the Throne.
In performance systems, single data points often create urgency, but trends provide perspective. Looking at patterns over time—whether in workload, injuries, or outcomes—can help avoid overreacting to isolated numbers. Context reveals whether a problem is new, improving, or part of a predictable cycle.
Reasonable systems account for intensity and progress while avoiding overcorrections. Sometimes, what looks like a crisis is actually evidence that the right stresses are being applied to drive growth. Zooming out doesn’t mean ignoring the data—it means learning how to interpret it in ways that lead to better outcomes.
Zoom Out Before Reacting*
I worked with a Major League Baseball (MLB) team whose General Manager was furious about eight oblique injuries in April. At first glance, this seemed catastrophic. But when we reviewed Year-over-Year trends, the same month the previous year had 16 oblique injuries. Instead of blaming the current program, the conversation shifted to recognizing improvement and fine-tuning recovery and preparation strategies.
A fever isn’t always bad, and those oblique injuries weren’t the real crisis—they were part of a larger improvement trend. This shift in perspective wasn’t about ignoring the problem but about approaching it reasonably. What felt like a red flag turned out to be a step forward. Sometimes the broader picture tells the story, even when the immediate data feels irrational.
After all, health and performance are simple, not easy—so don’t fight every fever or every data point like it’s the enemy.
* Privacy Note
This is a real example, but names and organizations have been removed to protect their privacy.