Group and team dynamics in sport Flashcards
Properties of Groups
1 Structured pattern of
communication
2 Group Unity
3 Shared purpose
4 A common Goal
5 Collective Identity
Group Performance
Steiner Model
Actual Productivity = Potential Productivity—Losses due to faulty processes
AP = PP—FP
Actual productivity: the team performance at a given time during a game or event and refers to the extent of successful interaction
Potential Productivity: the maximum capability of the group when cohesiveness appears at its strongest
Faulty Processes: factors which can go wrong in a team performance. They prevent cohesiveness
Faulty Processes
Co-ordination losses (the Ringlemann effect) - any breakdown in teamwork and the synchronisation of the group is regarded as co-ordination loss and is termed the Ringlemann effect
Motivation losses (Social Loafing) - motivational losses relate to an individual who suffers a decrease in motivation during performance and so withdraws effort and ‘coasts’. This loss of motivation and subsequent relaxation of effort is called social loafing
Negative Influences that can Cause Social Loafing
Feeling that others in the team are not trying
Feeling that performances are never watched or valued by the coach
Low self-confidence may result in a strategy of social loafing to protect self-esteem (Learned helplessness)
Those with negative experiences e.g. failure or recipient of negative attribution, tend to loaf.
Loss of motivation if a task is perceived to be too difficult. This links to ‘avoidance behaviour’
Stages of Team Formation
1 Forming
2 Storming
Forming
High dependence on the leader for guidance and direction. T
The group members start to get to know one another. There is little agreement on aims of the team, other than received from the leader.
Each individual’s role is unclear and team leadership must be prepared to give strong direction.
Storming
Group decisions are difficult.
Team members jostle for position in the team as they attempt to establish themselves in relation to other team members and the leader or leaders, who might received challenges from team members.
There is now a clearer focus for the team and they have a stronger sense of purpose, although there are many uncertainties.
Cliques form at this stage and there may be power struggles.
The team needs to focus on its goals to avoid becoming distracted by relationship and emotional issues. Compromise is needed to enable progress. The leader becomes a more advisory or coaching role
Norming
There is now much more agreement and consensus of opinion in the team.
Roles and responsibilities are clearer and generally accepted.
Decisions are increasingly made through group agreement.
Less important decisions are delegated to team members or groups.
There is a much stronger sense of commitment and unity. The team is much more social and individuals are friendly with each other.
There is general respect for the leader and leadership is more likely to be shared.
Performing
The team has more strategies and has a clear vision and aims.
There is no interference or participation from the leader. There is a focus on achieving goals, and team mates make decisions based on criteria agreed with the leader.
The team member are trusted to get on with jobs with little interference.
Disagreements occur but they are resolved with improvements being made.
Team members may ask for assistance from the leader with personal and interpersonal issues.
Team Cohesion
This is widely used when discussing teams/groups, it refers to the motivation which attracts individuals to the group and the resistance of those members to the group breaking up. Carron (1980) refers to two dimensions of cohesion:
Group integration: how the individual members of the group feel about the group as a whole
Individual attraction to the group: how attracted the individuals are to the group
Factors affecting team cohesion
1 Situational factors: these include time, the environment and the size of the group
2 Individual factors: individual factors refer to the characteristics of the team members. The motivation level and the experience of the individual members are examples of individual factors
3 Leadership factors: leadership factors involve the style of leadership preferred by the group
4 Team factors: team factors include collective team goals, good communication and a record of shared success
Other factors affecting teamwork
Injury can disrupt strategies and break down coordination
A lack of incentive to produce team work will prevent cohesion
Vague individual roles inhibit effective teamwork
Low sum of the players’ overall ability makes team play difficult to achieve
Personality can influence team cohesion as people with low trait confidence find it difficult to promote group cohesion
Inadequate leadership inhibits teamwork
Poor team tactics
Ringlemann effect - as group size increases individual performance decreases
Factors affecting participation in a group or team
Clear roles given to each player can help an individual to feel valued.
Awareness of the responsibilities of other team members ensures the development of mutual understanding between individuals.
Participation in team building exercises are good both for task and social cohesion
Evaluating each members performance effectively reduces social loafing
Punishment of non-team or un-cohesive players
Selecting team players rather than players only interested in their own performance.
Team goals help to clarify how team standards encourage effectiveness.
Rehearsal of set plays during practice facilities group coordination
The reinforcement of team success gives team efficiency as the reason for the achievement of the group
Group and Team effects on Behaviour
Behaviour can change to seek acceptance of the group
The performer who perceives that their contribution to the team is valued is likely to experience internal motivation
The source of motivation encourages the adoption of a balanced, active and healthy lifestyle
The desire to conform to the norms and values of a peer group is particularly strong for a young person.
If the consensus of the group favours participation in physical activity, there is a good chance that the individual will follow the trend.
The norms and values of the group are looked upon positively by an individual if they are a member of that group
If the individual does not belong, the same person will adopt a negative perception of the group ethos
Being part of a group can make you more prejudiced against other individuals/groups
Aggression may increase in a group
