Psychological influences on the team Flashcards

1
Q

What is BEDTOP?

A

The behavioural effects due to others present.
The audience - causes pressure.
The co-actors - doing the same thing at the same time, but not competing.
The competitors.
Social reinforcers - have direct influence on performance, e.g. a coach.

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2
Q

What is the effect of others present?

A

Audience and co-actors are passive, do not exert a direct influence on the event, but their presence causes an increase in arousal.
Competitors and social reinforcers can give encouragement, advice or cause distractions.

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3
Q

What is social inhibition?

A

The negative effect of the presence of others on performance.
A beginner will experience anxiety and over-arousal when being watched, and perhaps not able to cope with the pressure of the crowd.

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4
Q

What is social facilitation?

A

The positive effect of the presence of others on performance.
An expert will be able to cope with the demands of a crowd, and be motivated and encouraged, skills performance can be enhanced.

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5
Q

How does difficulty level affect BEDTOP?

A

If the skill is simple, the presence of co-actors can help.
Trying to be the last person to stop sit-ups with a group.
With complex skills, the presence of others can be negative.
It requires the interpretation of numerous items of information, and information processing is reduced under stress.

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6
Q

How are expert performers affected by dominant response?

A

The dominant response is likely to be well-learned and familiar, and no pressure on the performer.
It can be done without much thought or attention.
Crowds may facilitate performance.

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7
Q

How are novice performers affected by the dominant response?

A

They are unlikely to have learned responses that are performed automatically and so may produce the incorrect action.
The novice uses a lot of attention to find the right answer, and the crowd adds to this pressure and inhibits.

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8
Q

What is evaluation apprehension?

A

The perceived fear of being judged.
Significant others observe and judge performance, which increases anxiety and arousal, and reduces performance.
It can be more acute if the performer already feels less confident about the outcome.

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9
Q

How can social inhibition be prevented?

A

Familiarise the players with playing in front of a crowd - building up the audience gradually makes them used to being watched and cope with it.
Gradually introducing evaluation - start with informal chats, then formal statistics, so performers can deal with scrutiny.
Improving focus and concentration - by using selective attention.

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10
Q

What is a team?

A

A group of individuals who have to work together to achieve a goal and may perform different functions to make the team unit complete.
Collective identity, interaction, communication, shared goal.

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11
Q

What is collective identity?

A

The team can be easily recognised, through wearing the same colour kit.
Team members will feel a strong affiliation to the team and gain a sense of pride .
This brings motivation and a sense of belonging.

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12
Q

What is interaction?

A

The team members should operate in their own role successfully and also be able to link this role with other members of the team to work together to complete a task.

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13
Q

What is communication?

A

To help with interaction, the individuals should talk to each other and communicate non-verbally.
A rugby player may use a coded call or hand signal to indicate where the ball is being thrown.

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14
Q

What is a shared goal or purpose?

A

The prospect of achieving success is what often keeps players in the team and working for each other.
All the players should want to aim for the same goal to have maximum motivation.

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15
Q

What is Tuckman’s theory?

A

The stages of group formation that the group must pass in order to start working as a unit:
Forming
Storming
Norming
Performing

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16
Q

What is forming?

A

The group comes together and gets to know each other.
The individuals often find out how they feel about the team and if they think they will fit in.
An assessment is made on the strengths of the individual compared to others.

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17
Q

What is storming?

A

A stage of potential conflict when individuals may compete to establish position, status or role in the team.
The coach or captain should resolve issues as quickly as possible to ensure players accept an alternative.

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18
Q

What is norming?

A

Once conflicts have been resolved, the team begins to settle down and co-operate, with the intention of achieving their goals.
Group standards are accepted and the cohesion of the team develops.

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19
Q

What is performing?

A

All the players are now interactive and working together to achieve their goals.
The team members support each other and understand their role in the team.

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20
Q

How does time of the Tuckman theory vary?

A

It depends on the size of the group, difficulty of the task and the experience of the players.
Some club teams are established and can welcome new players quickly.
Representative or international teams may take longer since the players have to learn unfamiliar tactics and new roles within a limited time span with infrequent meetings.

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21
Q

What is cohesion?

A

The tendency of individuals to work together to achieve their goals, the forces that keep the group members on task.
The team either has to be cohesive to achieve success, or cohesion develops as a result of a team being successful.

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22
Q

What is co-action?

A

When others do the task at the same time but separately.

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23
Q

What are Carron’s antecedents?

A

The factors that might influence cohesion:
Environmental
Personal
Leadership
Team

24
Q

What are environmental factors?

A

The size of the group and the time available.
The longer the group are together, the more time to learn each others roles.
The larger the group, the better the chance of productivity.
But social loafing and Ringleman’s effect may develop.
Motivation may be reduced, and a mix of age and gender may reduce cohesion and the desire for common goals.

25
Q

What are personal factors?

A

The similarity of group members in terms of aspirations, opinions and values.
Whether they are happy with the role they play and how fit they are.

26
Q

What are leadership factors?

A

The leadership style and how the coach or captain get on is important here.

27
Q

What are team factors?

A

The more success is achieved, the more each team member wants to be successful, the higher cohesion will be.
The longer the team has been together, the more chance of cohesion.
If a team is threatened by another, this tends to bind the team in response and eliminate any cliques.

28
Q

What is task cohesion?

A

Individuals working together to achieve the goal.
Either by doing their own role well, so others can contribute, or by working hard along with everyone else.

29
Q

What is social cohesion?

A

The interaction of individuals in the team and how they work with each other.
They might socialise outside of the game.

30
Q

How does task and social cohesion affect success?

A

Social cohesion will help communication and team spirit, but can be negative if sub-groups form, so some team members won’t cooperate, or contribute to questions or suggestions.
Task cohesion can over-ride these problems. The performance may still be good, even if players do not socialise.

31
Q

What is the Steiner model of team performance?

A

Actual productivity = potential productivity - losses due to faulty processes
Players need to be moulded by the coach into a cohesive unit and maintain levels of motivation to produce the best results.
Contains faulty processes, social loafing and Ringlemann effect.

32
Q

What is actual productivity?

A

The outcome of group performance.

33
Q

What is potential productivity?

A

The team’s best possible outcome that could happen if everything went perfectly during the game.
It is affected by the skill level and ability of the players compared to opponents and task.

34
Q

What are faulty processes?

A

The things that go wrong.
They prevent the team from reaching its true potential and are divided into co-ordination problems and motivational problems.

35
Q

What are co-ordination problems?

A

When players in the team fail to listen to the coach’s instructions or employ the incorrect tactics.
Players may fail to communicate with each other.
Players may misunderstand their role in the team.

36
Q

What are motivational problems?

A

This can affect performance when players suffer from too much or too little arousal or they lose the drive to win, with a resultant reduction in effort and concentration.

37
Q

What is social loafing?

A

The loss of motivation of individuals in the team due to lack of performance identification - efforts are unnoticed.
They tend to take easy options in the game and make a limited contribution to the team cause.

38
Q

What are the causes of social loafing?

A

A lack of confidence due to the player not believing in their ability to compete with the opposition.
Players may develop a negative attitude if they do not like the position they have been selected to play in.
They may not understand their role or accept it with enthusiasm.
Players may lack fitness or not be able to maintain their role.

39
Q

What are the causes of social loafing - the coach?

A

The coach may have displayed poor leadership by not offering incentives and reinforcement, and so players think their effort is unrecognised.
The goals they set may be too general and lack meaning, the players need to know how their contribution might help.
Sub-groups of cliques may affect social loafing.

40
Q

What is the Ringlemann effect?

A

Group performance decreases with increased group size.
Individuals tried hard when their efforts were highlighted and seen to be necessary but reduced in larger groups.

41
Q

How can social loafing be avoided?

A

Coaches should make sure the efforts are recognised and rewarded.
Give players specific roles to play.
Use statistics or video analysis e.g. tackle counts, number of assists, to highlight individual performance.
The coach should set goals that are realistic and specific, not just based on result.
Conditioning should be up to standard.
The coach should avoid situations in training where social loafing could occur.

42
Q

What are the benefits of goal setting?

A

Increasing motivation and making sure players are task persistent. Once they succeed, they experience a sense of pride and satisfaction.
Improving confidence through improving technique or targets reached.
Regulating and sustaining effort.
The coach should adjust targets to account for a specific event.

43
Q

What are outcome goals?

A

A goal set against the performance of others and based on results.
E.g. a trophy or qualifying.
May not be concerned with technique or manner, as long as goal is reached - outcome orientated.

44
Q

What are the limitations of outcome goals?

A

If the goal is not achieved, then motivation can be lost.
If the athlete is less experienced or less talented, a performance goal may be better.
Outcome relies on comparison with others, which can lose motivation if you feel you are not as good.

45
Q

What are task orientated goals?

A

Concern with improvements in technique or performance.
An athlete can still achieve their goal, even if they don’t win the race.
An evaluation is made based on past performances.

46
Q

What are performance goals?

A

When the athlete sets a goal to better their own performance rather than comparing to others.
E.g. a personal best.
It might be appropriate to break the performance down into techniques used.

47
Q

What are process goals?

A

Based on improving technique.
So, to achieve a personal best, a swimmer might improve their dive.
Improved technique should result in improved performance.

48
Q

What goals should be set?

A

They should be both process and performance, not just focused on the outcome.
Performance goals reduce anxiety and provide consistent motivation.
Outcome goals focus on prizes and are more likely to cause stress.
Short term goals provide reassurance.

49
Q

What is the SMARTER principle?

A

Specific
Measured
Achievable
Realistic
Time-bound
Evaluate
Re-do

50
Q

What is specific?

A

Goals should be clear and precise, and specific to the performer and sport.
They should be relevant to improve specific aspects of the performance, not general.

51
Q

What is measured?

A

Some form of assessment occurs to aid motivation.
Distances, times, number of passes.
This allows the performer to see how much progress they’ve made towards completing the goal.

52
Q

What is achievable?

A

The performer should be able to reach their goal, with a controlled amount of effort, motivation and self-satisfaction, and the willingness to extend the target can be achieved.

53
Q

What is realistic?

A

The goals should be within reach to promote motivation and sustain effort, but not too difficult so they are impossible.
If the goals are too difficult, it can cause anxiety.

54
Q

What is time-bound?

A

Short-term and long-term steps should be clearly defined so there is a clear deadline for coach and player to assess if the goal has been reached.

55
Q

What is evaluate?

A

Player and coach should evaluate how and when the goal was achieved so future attempts can be assessed.
They should consider what methods worked well, so only the best are used in future.

56
Q

What is re-do?

A

If the goal is not reached, if progress is slow, or after evaluation the performer thinks something could be done better, do it again.