The management of diversity within the AFL is essential to the evolution of the sport. This is especially so for homosexual diversity. This paper will focus on the lack of equality in the AFL’s diversity strategy by critically reviewing its current programs, and by defining diversity and its application in sport. An examination of homosexual law reforms and the diversity of homosexuality within the AFL will also be addressed, as will several critical reviews and recommendations of their diversification program. This paper will argue that the management of diversity within the AFL is not equal amongst the major diversity categories, and is therefore lacking in homosexual fairness.

The Australian Football league is the governing body of Australian Rules football. Due to its popularity, AFL is the most admired sport in Australia as measured with average domestic sport attendance and also the most financially strong due to media exposure and corporate sponsorship. The AFL is currently made up of 16 clubs and has been broadcast on Australian TV and radio since 1957.

The strategy of the AFL is to expand the competition and grow the game nationally.   The AFL also engages the community through the continual support of volunteers, school and community programs, the assistance of coaching and umpiring associations, and children’s league clubs. (Chairman’s report, PDF, 2009)

The AFL has set out a diversification program, which encompasses several areas, such as Indigenous, Female, Disabled, Multicultural and Equal Opportunity. A summary of the AFL diversification strategies is listed below:

Ø Indigenous Employment Strategy – The AFL commits to improving employment, education, health and participation opportunities for indigenous people, and recognises the indigenous contribution and importance to growth of the game.

 Ø  Women’s and Girl’s Program – There are female players at the highest grade level of the sport, and more importantly, the AFL has developed a ‘Respect and Responsibility’ program for its male players, providing training and education on how to build healthy relations with females.

 Ø  Multicultural Program – the AFL has set up a program which includes Multicultural Development Officers to introduce young people from culturally diverse communities to AFL and to ensure the existing clubs embrace multicultural diversity as part of their ongoing operations. 

 Ø  Disability Inclusion – Not only does the AFL encourage players with disability (where applicable) it also encourages people with disability to umpire, volunteer or play supporting roles.

 Ø  Equality in Employment – The AFL sets out to be an equal employment opportunity employer by hiring staff based on merit and qualifications.

The AFL’s overall diversity programs capture a wide audience, are managed and administered very well, and make the AFL one of the most advanced sporting codes in the world when it comes to addressing these issues. However, while all of the above is to be commended, there is one aspect of diversity missing from the AFL’s comprehensive strategy:  homosexuality.

First, a definition of diversity, diversity management, as well as its application within sport and its history within Australian sports.

Diversity can be defined as the attempt to bring together competing interests into a single whole (Hickman, n.d., para. 4). Therefore, organisational diversity can be further expanded to mean the attempt to bring together the competing interests of staff into a single whole.

The management of diversity can then be characterized as the collective grouping of many different types of people, from different types of backgrounds, beliefs, cultures, and views working together towards the goals of an organisation.

Diversity Management can be defined as:

Voluntary Organisation Programs designed to create greater inclusion of all individuals into informal social networks and formal company programs

(Gilbert, Stead & Ivancevich, 1999, p. 61)

Since Australia is a multicultural country, and sport is a major contributor to the Australian way of life, Australian sports should similarly be diversely populated with participants from different backgrounds, cultures, beliefs and views.

This has been reported in a study conducted on Cultural Diversity in Australian Sports (Dove, 2007) where 16 cultural origins were tabled against 5 of Australia’s most popular sports, and the findings reflected that across all sports, origin diversity was prevalent.

Historically, there was little diversification until the first of the women’s groups started participating in cricket, bowls, and cycling clubs. (Parker, 1996, para. 9-10).  Firstly, gender diversity was introduced, then racial diversity, followed by religion diversity and over time, more diversity (such as political views, marital status, age etc.) were added to sports.  However, this process is not over. One area still to be fully addressed is homosexuality.

Australia’s homosexual law reform, as detailed in a paper produced by the Australian Institute of Criminology (Bull, Pinto & Wilson, 1991) began in 1972.  Since then, society has become more accepting of homosexuals. It was during the mid 90s with the birth of the internet and the emergence of several American sitcoms featuring homosexual characters that the homosexual revolution started to gain enough power to position itself as part of everyday society.

Today, society has significantly leapt from its previous stagnant views on homosexuality. For example, most recently, the NSW government has passed a reform allowing same sex couples to adopt children. There have also been several professional Australian sportspeople who have announced they are gay, such as  Ian Roberts, Daniel Kowalski, and Matthew Mitcham.

The AFL, however, is one of two Australian sports (the other being cricket), that after 150 years still hasn’t had any openly homosexual players. AFL is a very late adopter of homosexual equal opportunity, only expanding its vilification policies on homosexuality in June 2009 (Victorian Equal Opportunity and Human Rights Commission Media Release, June 2009). This was more than likely triggered by a high profile case after a veteran country football trainer, Ken Campagnolo, was fired for admissions of bi-sexuality (Campbell, 2008).

The AFL’s CEO, Andrew Demetriou, released an updated version of the AFL Member Protection Policy in January 2009, encompassing homosexual discrimination as a breach of its code of conduct. Since then, the AFL has been involved in promoting and encouraging homosexual diversity amongst its players and affiliates to better position its management of diversity within the organisation (AFL IDAHO Campaign, 2010).

Still, the management of diversity by the AFL is at an insignificant level when it comes to homosexuality, especially when compared to its other diversification programs. Whilst the AFL has created programs for women (e.g. an Australian Woman’s Team) and Multiculturalism (e.g. Multicultural Ambassadors), it has failed to do anything practical for homosexuals other than the symbolic listing of homosexual vilification as misconduct and a breach of its code. Whilst this step is important, alone it does not create an environment where homosexual players feel it’s safe to come out publicly.

In an article for Diversity Watch (Burns, 2008, pg. 9) Eric Ellis, CEO of Integrity Development, states that there’s a direct correlation between companies that have a vague definition of diversity with those that haven’t established a strategic plan for a culture of inclusion.

This is the case with the AFL. Whilst a change to the code of conduct and a few small steps towards supporting homosexuality are present, there has not been an acknowledgement that homosexual diversity is lacking in the AFL, nor is there a strategic plan to combat homophobia. Reviewing the AFL’s other diversification strategies, such as indigenous and multicultural strategies, it’s clear that a set plan, objectives and goals are in existence and regularly measured.

There are several factors that the AFL can change to reduce homophobia within the organisation.

Firstly, homosexuality is perceived as a less masculine and more feminine way of life whilst AFL is considered the peak of masculinity. Rowe & McKay’s 1998 paper (Symons, Sbaraglia, Hillier & Mitchell, 2010, p. 14) discussed the pervasiveness of this view in contemporary sports. This “can be viewed as the most significant social institution for defining preferred and disparaged forms of masculinity … instructing boys and men in the “art” of making certain kinds of men”.

Yet perception, which is part of diversity management, can be moulded. The University of Vienna states:

Diversity management is based on the idea that diversity opens up alternative ways of perceiving, thinking and acting…

                (University of Vienna, n.d.)

The management of diversity must include visible and invisible social identities (Clair, Beatty & Maclean, 2005). Visible social identities such as multiculturalism and feminism are easier to create strategies for, but invisible social identities such as homosexuality are not catered for to the same degree. For example, there aren’t any AFL homosexual ambassadors, and education on homophobia has yet to be provided.

AFL spectators / teammates look at being homosexual in a derogatory fashion. The faulty catch of a ball or whimpered kick can cause the player to be subjected to homophobic insults, all of which build the mentality that being gay is weak.  Even spectators call out homophobic accusations when a player stumbles. This effect has been found across several professional male team sports. The English Football Association Chief Executive is quoted (Symons, Sbaraglia, Hillier & Mitchell, 2010, p. 14) in his report on the nature of homophobia in soccer:

Survey of 2,000 fans and football insiders, shows clearly that anti-gay abuse is all too common on both the terraces and pitches, and this abuse almost always goes unchallenged … it is this abuse from fans, players and teammates that deters gay people from playing football, and creates a culture of fear where gay people feel it is unsafe to come out.

The English football association recognised this as a diversity management responsibility, and released its Lets Kick Homophobia Out of Football campaign, which included a 90 second TV advertisement that was shown before and during games. In comparison, the AFL’s management team has never released a campaign of this magnitude (excluding the IDAHO campaign), nor has it addressed issues of homophobia during live games.

In an article titled “What is Diversity Management?” the author states that

An effective diversity management program will promote recognition and respect for the individual differences found amongst a group of people.

                (Tatum, n.d.)

And yet, the only action the AFL has taken in this regard was the change to its code of conduct and discrimination document back in 2009, but it has not promoted recognition and respect for homosexuals beyond this gesture.

Despite the AFL’s actions towards homosexual diversity since 2009, footballers who played prior to this point in time would have grown up thinking homosexuality was taboo.  Many of these players have moved into coaching or management roles within the AFL, and taken this culture with them. Coaches play a significant role in the management of diversity, as they empower, influence and build environments and norms. This is evident in three articles written by AFL coaches. In these articles, the coaches speak of management of indigenous players, of building the team culture and of instilling leadership qualities in their players. Lacking from these articles is any mention of homosexuality.

In the first article, Carlton coach Brett Raten (n.d.) states that it’s not just coaches who are in charge of the management of diversity within the AFL. This task is for the entire AFL organisation. This is highlighted by his own example of a senior player missing a training session, and thus influencing a younger player to do the same. Just like culture, diversity within AFL teams is passed down from management, coaches and senior players. As such, this article shows that coaches set up the environments and behaviours for each AFL team.

In another article, former Port Adelaide football coach, Mark Williams (n.d.) states that when he used to play for a team, they didn’t have indigenous players, and yet only last year did a team with indigenous players win the premiership. He also writes that no two players are the same; each player must be treated differently (not by skin colour but by their needs); and that coaches should work with individual needs, and delve into player’s backgrounds and environments.

The last article by Adelaide coach Neil Craig (n.d.) builds on the idea that crucial to long-term success is the ability to develop strong leadership within the team. Neil discusses that developing a clear philosophy is vitally important to the basis of all decision-making, behaviour, and action within the team, and that the philosophy is a set of qualities, attributes, values and principles. Once again, this provides an example of how coaches influence their teams, and build diversity within teams.

These articles show that coaches are acting as role models of diversity for their players and teams, but they are not increasing the depth of diversity within the AFL.

In another paper (Harrington, 2009, p. 1) it’s noted that due to vast differences in life experiences, diversity is reflected differently by various generations. Comparisons of the baby boomers versus the millennials indicate that due to their environment in which they were raised, different core values, beliefs and views can influence an individual. For example, a baby boomer would hold more conservative views on the acceptance of homosexuality than the millennials who have grown up with the internet and a more liberal media. Therefore, the AFL’s position to expand its homosexual diversification programs will be impacted by its traditionally-minded senior management team.

Another issue to be addressed is Jock Mentality in AFL teams, and how this limits the management of diversification. Throughout history, AFL players have been looked up to as the peak of the masculine Australian male. Many links of the Alpha Male can be drawn with AFL Players (Ludeman & Erlandson, 2004, pg. 4), such as being self-confident and opinionated, action orientated, and with high performance expectations.  Ludemann and Erlandson state that managing the alpha-male can be challenging.

Once again quoting the Victoria University Study (Symons, Sbaraglia, Hillier & Mitchell, 2010, p. 14)”homophobia runs deep in the social worlds of most valorised masculine team sports, where homosocial (same-sex non sexual bonding between team players) affection and solidarity is central and it’s very difficult to be different”.  So, any deviation from the jock mentality is met with derision.

This strikes a blow to the management of diversity within the AFL, as it would be harder for any closeted AFL players to come out and be ‘different’ from the pack. The problem here lies not with the players in the team, but with the AFL organisation itself. Here is where a top-down approach is needed to change the culture and mentality of existing and potential players. In order to increase the depth of diversity within the AFL to include homosexuality, management must first recognise that the issue exists, strategically plan an approach on increasing this diversity, and implement the plan.

The media also has an important role in the management of diversity within the AFL. Controversy was raised when professional footballer, Jason Akermanis, wrote an article (May 20, 2010) in the Herald Sun, encouraging gay players to stay in the closet. The article unleashed a wave of criticism, with the AFL distancing itself from the comments. Akermanis acknowledged that the AFL is not ready for homosexuals, and a public opinion poll in the Herald Sun of 8,838 voters indicates that only 51.97% of voters think that the AFL is ready for gay players to come out.

This related to the AFL’s management of diversity. The perception of homosexual players in A-League masculine sports needs to be changed from within the AFL first before the public accept the changes. Akermanis also spoke about how being the first openly gay AFL player would be a big burden for one player to shoulder. This could be mitigated with the assistance of the AFL. Whilst AFL CEO Andrew Demetriou (Brown, 2010), Sydney Swans Coach Paul Roos and Sydney Swans player Adam Goodes (Rogers, 2010) all stated that Akermanis’s views did not represent the AFL’s, there has been no evidence that the AFL will improve homosexual diversity as a result.

Dr Pippa Grange, General Manager of Culture and Leadership for the AFL Players Association, offers a different view in her article (Grange, 2010) of how forcing players to come out is not beneficial to the players. She cites examples of famous gay Rugby League player, Ian Roberts, and how no one remembers him for the great footballer he was, but rather for being the only footballer to be openly gay. Dr Grange’s points are valid, in that forcing someone out of the closet is the least beneficial approach to all stakeholders, but if the AFL were to manage homosexual diversity to the same degree as other diversity strategies, a need for closeted gay players wouldn’t exist. This would result in homosexual players being recognised for their sporting abilities, not their sexual orientation.

These media examples show how the use of media by AFL stakeholders can work for and against the AFL. Akermanis’s article made headlines and drew lots of criticism. It was a convenient ‘Shock and Awe’ story for the media to report. Dr Grange’s article however, did not receive the same publicity, as it was not as shocking. The point here is that the media can create sensationalism around certain topics, which only adds to discrimination and the mismanagement of diversity. If the AFL is to increase its homosexual diversity programs, careful planning with the media is required.   

To support the AFL’s 2009 objective in creating an equal opportunity program which includes homosexual diversification, it should look towards creating an environment where homosexuality isn’t seen as inferior to other minorities. This will mean addressing the perception of homosexuality within the game, the reduction of jock mentality, and how it’s treated amongst all stakeholders of the AFL (Players, Umpires, Coaches, Executives, Audience etc.). This also means the AFL should implement educational programs so that older generations influence the younger generations in a positive way. A key player in these changes will be the media, so that sensationalism isn’t created every time a player comes out.

One option to tackle this issue is that training could be provided in Diversity Management (Treven & Treven, 2007, pp. 33-34) which can be divided into two categories:

* Awareness Based Training

> Increase knowledge, awareness and sensitivity

> Challenge Existing Assumptions

> Eliminate Stereotypes

* Skills Based Training

> Develop new Diversity Skills

> Strengthen Current Diversity Skills

This training could improve the quality of interaction with people from diverse groups and provide increases in morale, productivity and creativity, which in turn boost an organisation’s competitive position.

Another approach would be to adopt the Diversity Intervention Model (Holmes, 2004, pp. 16 - 18), which outlines the following steps:

> Skills-Based Training – Lectures, Case Studies, Role Play, Behavioural Modelling, Simulations

> Feedback Programs - 360⁰ Feedback Sessions, Feedback Intensive Programs

> Development Assignments – On-the-Job Training

> Development Relationships – Coaching and Mentoring

>Self-Directed Learning – usage of Books, Periodicals, Audiotapes, E-Learning Programs

Citing Kandola and Fullerton’s 1998 paper, (Linstead, Fulop & Lilley, 2009, p. 105) managing diversity can follow the MOSAIC acronym approach:

> Mission and Value – values encouraging diversity management

> Objectives and Fair Processes – auditing processes for fairness to all

> Skilled Workforce – Skilling managers and the workforce in fairness and awareness

> Active Flexibility – having open options and benefits to all employees

> Individual Focus – focusing management of diversity on the individual, not groups

> Culture that Empowers – encouraging employees to respect and manage diversity

Implementation of any of the above approaches across all diversity strategies will help improve balance and equality towards homosexuality within the AFL. Listed below are a few ideas the AFL could incorporate to further this process:

> Audit and analysis of current gaps in the management of diversity

> Mandatory education modules provided to club members and players

> The participation of AFL players in gay events (e.g. Fair Day stall, Mardi Gras Festival, Gay Youth Camps) and support AFL athletes (e.g. representatives from the Gay Olympics)

> AFL players participating in school visits to discuss homophobia

> AFL team coaches monitoring and addressing homophobic behaviour, remarks and activities over their team players

> The AFL Commission introducing strict rules and policies against spectators displaying homophobic behaviours

> Providing anonymous counselling services to AFL members wishing to discuss their sexual orientation

> The inclusion of homosexuals in public relations, achievements and activities

> Display anti-homophobic advertising during live games and television broadcasting, coupled with the display of support for players who come out publicly

> Internal publications within the AFL (e.g. e-newsletters) highlighting homosexual diversity within the AFL and among the audience

In conclusion, this review provides a number of points on how differences exist within the management of diversity in the AFL, particularly in relation to the lack of homosexual equality, and several causes of these differences. Three approaches towards recommendations have been made to help the AFL improve their management of diversity. It may take a generation or two of AFL players to build the accepting culture of the future, but in order for that to occur, changes will need to be made with the current generation first.

References

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