actually you are arguing with yourself if you rely on Stats and graphs for a winning team they might as well be Robots,
however i will simplify all the tactics in the world mean fuck all if the players haven't got trust in the manager, if the players haven't got the motivation to fight for the team and if the players need a spreadsheet to know where to pass the ball to.
Or to put it another way you can take a horse to water but you cannot make them drink, Tactics for me are way below motivation, Man management, guts and the will to win. In fact i reckon Shankly found out more in five a side game about his team than you will ever find in your stats and spreadsheets.
Jeff,
I am obviously failing to express myself clearly. I understand the importance of "heart", etc but what I've been trying to say is this: Managers cannot consistently create or coach or manage that, they cannot control it. And 99% of the time, any 'explanation' on the basis of "heart", "guts", "team spirit", "wanting it more" and the rest of it is after the fact.
The "heart" etc of the players is the part of the game that a manager can consistently affect the least.
Tactics, planning, drilling, preparation, pouring over objective indicators, carefully analyzing 'film', that's what the manager and his/her team can consistently do and improve. Team morale, the 'expressive' life of the group is important. But, there's no consistent, predictable way for a manager to affect it. Generals can't affect it. Business managers can't affect it, predictably and reliably. If/when the players/group decide to give charisma to a manager, it will look like he/she is performing miracles. As soon as they take it away, it all goes to pot. Drilling, preparation, tactical nous, improving players competence, comfort, co-ordination, that stuff stays with players, and they have a much greater chance, all other things equal, of improving results than 'exhortations' and 'team building exercises' and the rest of it.
On the other hand, some actual knowledge of individual and group psychology can definitely help a manager assess what kinds of interactions to have with the players, what kind of rotation (if any) to have, etc. At least one can thus avoid taking too many risks.
Tell me, for example, what BR, proclaimed as a great man-manager and self-proclaimed 'educator', has accomplished in this non-tactical part of the game? What can you show empirically that he did (or did not do) that led to 'team spirit', 'fight', 'heart', etc?
If the players are themselves tacticians, if they know each other really well, or have gone through the same academy and know the 'style of play that works' like the back of their hands, maybe just a great motivator is required.
One-off performances can be 'manufactured' by a great motivation speech, although I can assure you that the best speeches are only declared thus AFTER the fact. The same exact speech can fall on deaf ears and have zero effect.