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Chijioke Edinburgh Jemanze

Chijioke Edinburgh Jemanze

Founder of Judgment Engineering. Exploring how organizations preserve the reasoning behind decisions and use it to improve future judgment.

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Cristiano Ronaldo was being asked to play less.

That sounds like an odd decision for a club trying to win everything. It was the 2016/17 season. Ronaldo was still one of Real Madrid’s most important players, still expected to decide the biggest matches, still carrying the expectations that had followed him for years.

Yet the plan was changing. He would miss some matches, play fewer minutes, and be rested even when he was fit enough to play.

Zinedine Zidane’s reasoning was that, after years of playing enormous numbers of matches, Ronaldo needed to arrive at the final stage of the season in top form. The aim was not to need less from him, but to have more of him available when the biggest matches arrived.

For much of his early career, Ronaldo had adapted to elite football by increasing what he could carry. At Manchester United, the young winger learned to handle more matches, more training, more physical demands and more responsibility, gradually becoming a player capable of carrying an increasingly larger share of the team’s attacking burden.

Years later, the challenge was different. The question was no longer whether he could carry more. It was whether carrying the same load, year after year, would eventually reduce what he could still give.

By the summer of 2016, Ronaldo had come through another demanding season and then injured his knee during Portugal’s European Championship final against France. The injury created its own recovery demands.

But the workload question was separate. Ronaldo and Zidane, together with the wider Real Madrid staff, changed the way they approached his workload. He would play less and rest more, preserving the player for the part of the season when the stakes would be highest.

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Zidane later explained that the decision was made together with Ronaldo. Ronaldo also said that, after often reaching the end of previous seasons tired, he had missed some matches by choice that season and felt much better in the final phase. The point was not to make him less important. It was to stop importance from becoming overuse.

And then came the part everyone remembers.

Ronaldo had scored only twice in the Champions League before the quarter-finals. Then came Bayern Munich, where he scored twice in the first leg and three times in the second. He followed that with a hat-trick against Atlético Madrid in the semi-final and two more goals against Juventus in the final. Real Madrid won the Champions League, and Ronaldo finished with 12 goals, ten of them in the final five matches of the competition.

The goals are what survived. The earlier decision is easier to miss.

There is nothing dramatic about a superstar being rested. There is no trophy for it, no highlight reel, no standing ovation for the match he did not play. But that is precisely what makes the decision interesting. Real Madrid looked at what previous seasons had demanded and considered what the final months of another season would require.

There is a word for this: anticipatory adaptation.

It is adaptation that begins before the impact is fully visible. You observe what is changing around you, recognize what the existing conditions are likely to demand, and make an adjustment before the pressure reaches its highest point.

Ronaldo did not become adaptable when Bayern Munich arrived. The adaptation had already happened. Bayern, Atlético and Juventus simply revealed what that earlier decision had preserved.

We tend to notice adaptation when it becomes visible. We notice the player who changes after his body breaks down, the company that changes after losing customers, the team that changes after losing the match, the system that changes after it fails.

But sometimes adaptation begins much earlier. It begins when someone notices that the conditions are changing and decides that continuing exactly as before will eventually have a cost.

Ronaldo had spent much of his career adapting by asking how much more he could do. In 2016/17, the adaptation was asking how much less he needed to do.

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Chijioke Edinburgh Jemanze
Chijioke Edinburgh Jemanze

Written by Chijioke Edinburgh Jemanze

Founder of Judgment Engineering. Exploring how organizations preserve the reasoning behind decisions and use it to improve future judgment.