The Only Thing a Prevent Defense Prevents Is Winning
What England's collapse against Argentina reveals about the psychology of playing not to lose
From hopeful to devastated in a matter of minutes is the only way to describe how England (and their fans) must have felt, going from up 1-0 to losing to Argentina 2-1 in the final minutes of the World Cup semifinal.
There’s not much worse than having that hope and excitement ripped away.
I’m not here to give you a tactical breakdown. That’s not my expertise. But what I can do is help evaluate the psychology of it all. And once we do, there’s some profound implications that reach far beyond the soccer pitch.
First, let’s look at some data to describe what happened.
During the first half, possession was well-balanced with England at 44% and Argentina 56%. After Gordon scored at the 55th minute, the possession changed drastically. From then until Argentina’s equalizer, it looked like this: England 12%, Argentina 88%.
That is an absurd shift. To put it in further perspective, one analysis found that during the 18 minutes preceding the equalizing goal, England had exactly 2 accurate passes, both from their goalie to their defender. That’s it.
They went into prevent and protect mode. In American football, we’d call this a prevent defense. Where the goal shifts from trying to score to protecting the lead. It has a strategic reason. It’s generally harder to score goals against a low-block, and we’ve seen it ‘work’ in this world cup. But that strategy comes with a high psychological cost, especially when it’s implemented in the middle of the game, versus a deliberate approach from the beginning (as Paragauy did, for example).
That psychological cost, could be summed up by American football coach and broadcasting legend John Madden’s words, “The only thing a prevent defense does is prevent you from winning.”
Or if you’d prefer the football version of this, just listen to manager Cesc Fàbregas:
“Imagine you’re winning 1-0 and in the last 10 minutes you put on a defender instead of a striker. You put on a line of 5 because, from the outside, you see that they’re attacking a lot. I don’t like it. In their heads, the players interpret the change as DEFENSIVE and, automatically, their mentality changes. ‘The coach wants us to defend’, they think. And so you attract pressure, you give them the ball and you invite them to attack you more and be more dangerous. One day it may happen that you finish the match on the counterattack, but 80% or 90% of the time it HARMS YOU. A penalty, a free kick or a rebound inside the box can be serious.”
Prevent defense sometimes works. It’s not as do or die as Madden suggested. But the psychological shift underlying it is real. And if you aren’t prepared for it, it can do exactly what Fàbregas hypothesized: push you to avoiding, playing not to lose, instead of approaching and playing to win.
Do we approach or avoid?
When an animal encounters an opponent, they default to a stress response that either pushes them to attack, to take on the prey and be the aggressor. Or alternatively to avoid or escape the predator. A lot of this depends on a simple calculus: do I have a shot, am I the dominant aggressor or not?
In humans, we might not be trying to kill or survive, but the same underlying psychology and biology applies. When we think we have the capabilities to handle the demands of the situation, we tend to have a challenge response. More testosterone and adrenaline, less cortisol. That helps nudge us towards having approach motivation, where we are the aggressor. If we assess the situation in a different manner, thinking that we don’t quite have the skills to meet the demands, we have a threat response. Way more cortisol that pushes us towards protection and avoidance. We flee or try to minimize the damage instead of pursue. In essence, are we driven to play to win, where we want to take on the challenge before us? Or are we trying to survive via playing not to lose?"
It’s a kind of inner calculus we run based on the situation, our capabilities, AND the goal of the situation. Psychologist E. Tory Higgins developed a similar model that outlined we have two motivational systems for goal pursuit:
Promotion focus: We focus on the gains, growth, or aspirations. It’s a hopeful future we see a shot to “succeed.” It’s tied to who you’d IDEALLY like to be. We’re more aggressive, taking calculated risks because the goal is worth it.
Prevention focus: We focus on safety and security. It’s tied to running strategies that are based on being vigilant and protective. We transform into the lookout, watching for threats, avoiding errors, and prioritizing not messing up. It’s tied to who you feel you OUGHT to be.
Whether we call it challenge vs. threat, promotion vs. prevention, or approach vs. avoid; all of them get at the same thing. One leans us towards playing a bit more aggressive, taking control, and focusing on what you can do to win. The other shifts us to risk avoidance, playing it safe, and preventing big mistakes.
Which way we go depends on where the evidence pushes us. That evidence includes not only our assessment, but the signals we’re picking up around us. What our coach, teammates, captains, fans, history, and more are telling us. Have we been in this spot before and rose to the occasion or fallen flat? And in the case of England, the heavy weight of raucous fanbase and a history of falling short…means the deck is already stacked against them.
They are the Chicago Cubs or Boston Red Sox before they finally broke the ‘curse,’ carrying the burden of generations before them, that nudges them towards protection because they’ve grown up with the stories of just falling short. So their brain logically screams “PROTECT!” It’s one of the hardest things to overcome.
That’s the exact shift England made. They moved from create the next chance to don’t make the mistake. And we saw it reflected in their play. Let’s break down how shifting to a prevent mode impacts our psychology, performance, and what we can do about it.
Even one of their defenders, Marc Guehi, diagnosed the problem afterward, “We should have carried on pushing. It kind of felt like we scored and then the mentality was go back, defend.”
1. Don’t look over your shoulder. Run to the line.
In running, every athletes hears these same instructions, from high school to pro. When you’re leading a race, there’s this temptation to look behind. It’s the classic photo of Roger Bannister versus John Landy, where just coming off the final turn, Landy takes a glance over his shoulder, and Bannister comes flying by.
The reason this advice is given is straightforward. It puts you in defensive mode, focused on what you might lose. You stop executing your task, locked-in on the finish line and driving towards it. And instead shift your focus to what others are doing. Even for just a moment, it can throw you off, taking you away from the task at hand.
What you attend to gains value; what gains value directs action. If you’re focused on someone else, you’re giving them power. It’s not too different from when a golfer sees the water trap, can’t stop thinking about it, and ends up hitting it there. When it comes to attention, we want to keep on things that shorten the path to the right action. If all we’re thinking about is our opponent, then we turn reactive instead of proactive.
And perhaps more importantly, it gives the chaser hope. The moment your opponent sees you glancing back, they interpret it as “they’ve got doubt. They’re worried about me.” And the chaser suddenly receives a signal of hope, and gets a boost of energy.
Just listen to what the Argentina manager said after the game,“The opponent hesitates a bit, we smell blood, and we go for it. That's the feeling I'm left with.”
The runner who looks over their shoulder does two things at once. They take their eyes off the finish and tells the chaser “I’m scared.” Both help the chaser.
2. Stay in control. Don’t cede it.
Control is like an ignition switch, turning on our ability to navigate difficult situations. When we have agency, it gives us hope and tells our brain that we can take actions that matter and make a difference. When we drop into protective mode, we give away control. And research from sport to life to animals, shows that when we cede control, we increase stress levels, and are more likely to drop into ‘why try’ or ‘what’s the point’ mode. After all, if we’re just stuck reacting to others instead of controlling the game, what can we really do about it.
When we feel like a situation is outside of our control, effort plummets. We lose hope, which is the engine of effort. Hope is your brain’s calculation with four inputs: whether the goal matters, whether your actions can change anything, whether there’s a workable route, and whether the signal is clear enough to act on. As they drop, effort collapses.
A prevent defense frame quietly takes away those inputs. It says “there are no real paths besides protecting,” and that “your job isn’t to make things happen.” It shifts us out of goal pursuit mode, where we are prey with something to chase. And instead tells us there’s nothing worth chasing, so conserve energy.
As I outlined in Do Hard Things, our brain treats passivity as the default under stress. Having a sense of control is what shuts that collapse off.
3. Presence vs. Dragged to the future
When we’re stuck in prevent mode, we get dragged to thinking about the future instead of playing in the moment. We’re begging the clock to speed up, with half our attention on whether we’re inching closer to the line. It’s akin to the runner staring at their watch as you make progress 0.01 miles at a time towards the finish line. When you do that, it drives you nuts, and you stop doing the things that help you keep the next bit on pace.
It’s why every piece of advice during the crucial moments of a game are to ‘stay in the moment.’ Stress and pressure drag us towards worrying about or ruminating about what’s to come. We start worrying about and picking up cues that have nothing to do with our execution and instead amplify the potential threat. It’s why the attentional control theory tells us anxiety shifts our attention from task-relevant to threat-relevant cues. Presence is the antidote, allowing us to put the right action front and center.
You can’t fully play the moment and count it down at the same time. England spent the last 30 minutes watching the clock.
4.Sending and Receiving the Signal
Fabregas said, “In their heads, the players interpret the change as defensive and, automatically, their mentality changes.” In the arena, we’re inundated with signals that push and pull us towards challenge vs. threat, or approach vs. avoid. It’s what makes it so freaking hard to manage.
The coach is the one who sets the emotional thermostat. They are the person who everyone looks to. It’s why psychologists at the University of Amsterdam found that whatever emotional state coaches expressed predicted their players’ emotional state and subsequent performance. If a coach was angry, players grew more frustrated, made more errors, and were more likely to tank. When the coach loses it, every person in the room picks up the same message: something’s wrong.
It’s the same when we get the signal, through body language and communication as well as actions (e.g., our tactical or sub choices) on what emotion and behavior to inhabit. In many ways, it’s no different than a toddler who looks to mom and dad on how to handle a difficult or stressful situation. If mom is freaking out, kid will shy away.
It’s not all on the coach, players transmit signals too. But the point is that our emotions and behaviors are contagious. If everything around us is screaming to be risk averse, don’t make mistakes, then even subconsciously we will adopt that posture.
5. Run your race. Play your game.
In running, we have another saying, “run your race.” You don’t want to get caught up running someone elses, letting them dictate your pacing or moves. You want to stay in control and execute your race. Yes, their tactics and moves may influence yours. But the point is to be in charge.
Ultimately, you seldom win when you start playing someone elses game. You lose agency and confidence. You cede ownership and get lost reacting.
The teams who play defensive well find a way to stay in promotion mode. Sure, they may be in a low block, but they are using it as a way to look for opportunities to punch and counter. They see it as their opportunity to find their spaces to promote. It’s not a hanging on for dear life, but an active strategy that they take ownership over. They dare you to play their game so they can exploit it.
Look, being in the arena, competing at the highest level is tough. This isnt’ a critique on England’s players or even their manager. That’s not my business. What I hope you got out of this is to understand the psychology behind performance.
It’s a tricky tight rope to walk. And subtle shifts can influence our behavior, motivation, and biology.
It’s not as simple as say as promotion good, prevention bad. The point is does it fit the performance and performer. Think back to your animal cousins, a dog going up against a bear should prevent. It’s the same here.
When researchers put soccer players through a penalty kick situation, performance improved when the framing matched the player’s natural orientation. A promotion-type player kicking under a “score!” frame did better. A prevention-type player kicking under a “don’t miss” frame did better. When framing and personality were mismatched, performance dropped. It’s that the fit between the instruction and the person is what boosts performance.
You’ve got to know your team and the opponent. In running terms, do they love to front run or stalk from behind. In soccer teams, do we have a scrappy aggressive defender nation like Paraguay, or are we about possession, control, and the beautiful game of football. Every team and individual has an identity. And too often, when we shift out of the one that’s brought success, and we open up the space to allow our opponents to occupy one they thrive under….well, we let the shark smell blood. And we left ourselves few options or tools on how to handle it. Threat is the rational response.
-Steve
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