Back to our example. The defender that coach is talking about is a young player. As young players go, they tend to be full of energy but are often found lacking in composure. They don’t always channel their energy and aggression in the right way. Since he “likes to fly close to the wind”, he probably fouls players he’s guarding too often and too much. This may land the lad in trouble. If he fouls too often, he may get thrown out of a game. And if he fouls too hard, additional penalties, such as suspensions, may be in store for him. And that hurts both the player and the team.
Hence, therefore, he probably should be more cautious in approach.
But the coach, I am sure, does not want him to abandon his aggressive playing style altogether. Being aggressive and taking risks are part of the fun. It’s like moths circling a light bulb at night. Can’t tell the moths not to do it – they won’t listen to you, either, because that’s where the light is.
All right. Let’s see a few media examples of what happens when people fly or sail “close to the wind”:
1. The North Sea is the stuff of Gothic legend. Its weather is cold and terrifying, roiled by relentless gales and massive undulating waves that roll toward the coast like a giant gray blanket unfurled by an angry maid. Its bitter, powerful currents and frequent storm-force winds can make the most hardened sailor or pilot anxious. Against this inhospitable backdrop 250 miles north of Scotland, BP found oil in 1965. Five years later, it discovered the Forties field, touching off a North Sea oil boom and enabling BP to shift its reserve base from the Middle East, where countries were nationalizing their oil fields. The Forties, along with Alaska, became the cornerstone of BP’s reserve base. By 2003, however, the Forties field was in decline. Production had peaked in 1979, and most of the easy oil had been pumped out long ago. Now it was costing more and more to get less and less from the reservoir deep below the tumultuous seas. It wasn’t the sort of field that BP wanted to hang onto. Under (chief executive) John Browne, the company wanted big new discoveries with fast payouts. It didn’t want to squeeze reluctant reserves from old, lingering fields. BP planned to sell its interest in the Forties field and all its platforms to Apache Corporation, a Houston-based oil company.
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