group dynamics Flashcards
1
Q
cohesion
A
- The tendency for individuals to work together to achieve their goals, the forces that keep the group members on task.
- Some argue that a team needs to be cohesive in order to be successful
- Others believe cohesion will develop as the team becomes more successful
- Cohesion looks at the forces acting on the team members that help to keep them integrated and on task.
2
Q
co-action
A
when others do the task at the same time but separately (rowing, synchronised swimming, bobsled)
3
Q
interaction
A
When a group works together to produce results (rugby, netball, hockey, football ect)
4
Q
Social Cohesion
A
- Social: Individuals relating to each other to interact in the group.
- Looks at the interaction of individuals in the team and how they work with each other
- There is a degree of trust in each others ability and that there is support for each team member
- Can help the team become more interactive, helps communication and team spirit.
- Can be a negative influence as it may produce ‘sub-groups’ or ‘cliques’ that mean some members of the team will not co-operate.
- When social cohesion is strong, members of the team may socialise outside the team environment
5
Q
ask Cohesion
A
- Task: Individuals working together to achieve an end result.
- This looks at the end result and involves every player working together to achieve the goal
- Either by doing their on role well or by working hard along with everybody else
- This can override the problems caused by social cohesion.
- Without task cohesion the team’s results would be poor.
- There may be players who do not get on well socially, however when they play together, they will work hard for the cause
- The desire and drive to succeed can push a team on towards its goal
- Task cohesion provides motivation as all members of the team are working to one common goal
6
Q
steiners model or team performance
A
- Actual Productivity = Potential Productivity – Losses due to faulty process
- Actual Productivity - The outcome of the group performance (the result/end outcome eg.g win/loss)
- Potential Productivity - The best performance based on player ability and group resources
- Team - A group that has interaction, shared goals. An identity and communication
- This theory is based on the fact that it’s not always the best players who produce the best results. (Eg (Fantasy League) - notes)
7
Q
steiners model
A
- Potential productivity concerns the best possible outcome if everything went perfectly.
- Group potential is affected by;
- The skill level and ability of the players compared to the opponents
- How difficult the task is
- Having the best players and facilities does not always necessarily mean the best results.
8
Q
faulty processess
A
- The things that go wrong to reduce group outcomes and prevent group potential being reached.
- These fall into two types: co-ordination problems and motivational problems.
9
Q
faulty process - co-ordniation problems
A
- Occur when players in the team fail to listen to the coaches instructions or employ the incorrect tactics
- The players may fault to communicate with each other causing mistakes
- Plays may also misunderstand their role in the team, which affects others around them
- summarise - Tactics , strategies , communication and interaction
10
Q
faulty processes - motivational problems
A
- Problems can occur when players suffer from too much or too little arousal
- They may lose drive to win which can cause a reduction in effort and concentration
- summarise - Social loafing, ringelmann effect
11
Q
social loafing
A
- Individual loss of motivation in a team player due to lack of performance identification when individual efforts are not recognised.
- Motivation problems can also happen when players begin to feel under-valued and think their efforts are not being recognised
- Players may coast through games or even hide behind team members who they think will cover for them
- Tend to take the easy option in the game and make limited contribution
12
Q
causes of social loafing
A
- A lack of confidence when the player does not believe in their ability to compete with the opposition.
- A negative attitude, maybe down to the position they have been selected in
- Captain/coach may have displayed poor leadership by not offering incentives and reinforcement
- Players may not understand their role in the team, or they may not accept that role with enthusiasm.
- Players may lack fitness to maintain that role in the team
- Goals set by coaches may lack meaning or be too general
- Mario Balotelli has been described as a social loafer when he lacked effort for Liverpool.
13
Q
ringelmann effect
A
- When group performance decreases with group size.
- Ringelmann found that during tug of war, individual effort within the group reduced with increasing group size
- Individuals tried hard on the rope pull when their efforts were highlighted, but tended to reduce their effort in a team of 8
14
Q
differentiating the two
A
- Social loafing - individual loss of motivation
- Ringlemann - collective decrease in performance
15
Q
avoiding social loafing
A
- Coaches should ensure players are recognised and rewarded.
- This can be achieved by giving players a particular role or responsibility within the team
- Use of statistics to highlight individual performance could help
- Use goal setting - realistic and measurable
- Use video analysis to highlight performance
- Varying practice sessions can avoid social loafing and maintain motivation
16
Q
Carron’s Antecedents
A
- Carron stipulated there are 4 main influences on a team:
- Environmental
- Personal
- Leadership
- Team
17
Q
enviornmental factors
Carron’s Antecedents
A
- Size of the group and the time available.
- Longer the group are together, the more time they will have to learn each other’s roles
- Larger the group, more chance of increased productivity.
- Equally, there could be a chance of social loafing and the ringelmann effect (reduction in motivation)
18
Q
personal factors
Carron’s Antecedents
A
- Similarity of group members in terms of aspirations, opinions and values
- Are they happy with the role they play in the team and do they fit in
19
Q
leadership factors
Carron’s Antecedents
A
The leadership style chose by the coach or the captain is important here, as in how the captain or coach gets on with others
20
Q
team factors
Carron’s Antecedents
A
- The more the individual team members want to be successful, and the more the team becomes successful, the higher the cohesion will be.
- The longer the teak have been together the more chance of cohesion
- Threats from other teams, or the chance of defeat can unite a team
21
Q
group dynamics
A
- A team is more than just a set of individuals.
- Those individuals have to work together to achieve a common goal
- They may have to perform different functions in order for that team to succeed
22
Q
colletive identity
group dynamics
A
- The team can easily recognised (wear the same kit)
- Team members often feel a strong sense of affiliation and a sense of pride when playing for that team
- This affiliations is important to give motivation and a sense of belonging
23
Q
interaction
group dynmaics
A
- Team members should operate in their role successfully and link this role to other members of the team
- Can be seen as the way that team players work together
24
Q
communication
group dynamics
A
- Helps with interaction
- Players should communicate verbally (coded calls) and non-verbally (hand signals)
25
Q
shared goal or purpose
group dynamics
A
- Prospect of achieving success is what often keeps players in the team working for each other
- All players should want to aim for the same goal to have maximum motivation
26
Q
tuckman - group formation
A
- Tuckman suggested that there are 4 stages of group formation that a group must pass in order to start working as a unit. These are;
- Forming
- Storming
- Norming
- Performing
27
Q
forming
group formation
A
- The group comes together and gets to know each other.
- Individuals often find out how they feel about the team and where they think they will fit in
- An assessment is made on the strengths of the individual compared to the strengths of others in the group
28
Q
storming
group formation
A
- Potential conflict when individuals may compete with others to establish position, status or role in the team.
- 2 players competing for the same position. coach/captain need to resolve the issue quickly
29
Q
norming
group formation
A
- Once conflicts are resolved, the team begins to settle down and co-operate, with the intentions of achieving their goals.
- Group standard are accepted and the cohesion of the team develops
30
Q
performing
group formation
A
- All the players are now interactive and working together to achieve their goals.
- The team members now support one another and understand their role in the team
31
Q
things to consider
groups formation
A
- The length of time to complete this process can vary depending on;
- Size of the group
- Difficulty of the task
- experience
- Some well established teams who welcome new players can quickly complete this process.
- Some international/representative sides take longer as they must learn new tactics and new roles in a limited time frame
- Sometimes, there are teams have the best players and facilities but they under perform and do not achieve the best results.
- England in 2014 did not qualify for the final stages of the world cup!
- Some teams however achieve unexpected success with weaker players within their team
- The reason for this are; how the players work together, how motivated they are and how they integrate as a team
