It sounds contrived, but Brearley’s skill as a knowing – although never self-deprecating – narrator makes it work. He admits to being regarded as an “odd fish” in a testosterone-fuelled dressing room, whether taking his blokey teammate Fred Titmus to see Benjamin Britten’s opera Peter Grimes (“Fred was taken with it”) or bearing the brunt of Geoffrey Boycott’s temper: “I don’t want any of your egghead intellectual stuff,” the Yorkshireman growled at him.

For Papineau, this is what being “in the zone” is all about: the precise alignment of intention to instinct. It requires immense willpower, because our instincts are unruly, capricious, and easily distracted by passing stimuli. There is always something tugging at the brain, seducing it with the prospect of a pleasurable digression from the plan. On Form refuses to settle on a theme, or to develop an over-arching argument. Instead, it wanders aimlessly from topic to topic, each of which has a vague connection, if you have the patience to identify it, to the question of what it means to be in or out of form, although what they really seem to have in common is that the author has given some thought to them over the thirty or so years since his last book.

Those years of training are crucial. A sportsman can only rely on instinct when he stands on what Brearley calls the “secure base” of technique. Freedom must be earned: the more meticulously that performers work to improve their skills, the greater ability they have to make good decisions unthinkingly. My favourite expression of this principle comes from the conductor, Carlos Kleiber, who told a student: “With good technique you can forget technique.” For cost savings, you can change your plan at any time online in the “Settings & Account” section. If you’d like to retain your premium access and save 20%, you can opt to pay annually at the end of the trial. Brearley says it is hard to measure the value of leadership and intersperses his own experience of being a psychotherapist and captaincy of Middlesex and England. He speaks about the many challenges of leadership and the many qualities and skills required to deal with the most coveted job for any sportsman - the leadership of his national side in the sport of his choice. Particularly interesting is the fact that these skills and qualities don't sit well with each other and therein lies the balancing role. How does one balance the long term vs short term, deal with the experienced and novice, democracy versus control, individual requirements vs teams etc? Turning Over the Pebbles is not as other memoirs. On the one hand, Brearley reveals little of himself. Who does he vote for? How does he spend his days? What of friendships and enemies? On the other, he reveals everything. We know who he is now – or, at least, in our own minds, we think we do.

The Art of Captaincy definitely requires the reader to be familiar with certain nuances of the game which come with years of engaging with the game. However, Brearley's strength lies in bringing out the people side of the game and how the game is shaped by the motivations, strengths and weaknesses of the players. There are three clear take aways from this book. I worried at the text like a dog at a bone. Did you know that the word “worry”, originally the Old English wyrgan, derives from the Proto-Germanic wurgjan, meaning “strangle”? I don’t suppose you did, and nor did I, till, worrying at it, I looked up the word in the online etymological dictionary.

The psychoanalysis came later, after three years as a lecturer in philosophy. In retrospect, however, everything seemed to point towards a career in psychoanalysis. Brearley links his life experiences, his academic training, and his wide reading with this eventual profession. “This valuing of the examined life,” he writes, “is what most obviously links literature, philosophy and psychoanalysis.” In another place he says, “In moves towards complexity or simplicity, music and analysis can mirror each other.” Brearley draws a comparison between Greg Chappell’s advice and that offered by the postwar British psychoanalyst, Wilfred Bion, who said that an analyst should strive to be “without memory or desire”. In life, as in sport, worrying about what might happen or has happened comes at the expense of attentiveness to the present and its satisfactions. Psychologists who study insomnia refer to the problem of “rumination”: when the would-be sleeper can’t sleep, he worries about the consequences of not sleeping, which means he can’t sleep. Over-deliberation is recursive. The Latin word for ‘pebbles’ gives us ‘calculus’, the study of continuous change. It may not be a coincidence that it figures in the title of the book.

Yet for all those acclaimed man-management skills, this cerebral man, whose three-week stint as a carpenter’s mate was spent reading Anna Karenina, struggles with practicalities. “Making things with grandchildren is usually beyond me,” he laments. There is unity, of a kind, in all this, but one needs to put oneself in Brearley’s hands to let him reveal it – and himself – in his own way. His reminiscences of the neglected Cambridge philosophers with whom he had once studied (John Wisdom, Renford Bambrough) will be new even to those who have heard all his tales of playing with Gower and Gatting. His gentle explanations of the theories of the philosophers and psychoanalysts who influenced him – Ludwig Wittgenstein and Marion Milner among them – are accurate and accessible without feeling in the least dumbed-down. Papineau argues that there are no conscious decisions in batting: the ball moves too fast, and the intentional system of the brain too slowly, for the batsman to do anything but react instinctively. The brain’s reflex, or “action-control” system is in charge. The same is true when a tennis player faces a serve, at least in professional tennis. What the batsman can do is prepare his instincts by deciding on a strategy before stepping up to the crease. You may also opt to downgrade to Standard Digital, a robust journalistic offering that fulfils many user’s needs. Compare Standard and Premium Digital here.Brearley in later life earned a reputation as a lecturer on leadership and a speaker and advisor to business leaders, and his book is spoken of as a source for anyone searching such knowledge. This is what I expected when I set out to read it. I have read wonders on this book as a sort of key to psychological management of teams and people, and Brearly being described as almost a guru.