Sport Psychology Flashcards
1
Q
Name the characteristics of groups
A
Interaction and influence
Shared norms
Share common fate
Awareness of group
2
Q
What does the external and internal criteria of groups refer to
A
External - discriminates different people such as males and females
Internal - awareness of group
3
Q
What creates actual productivity
A
Potential productivity - process losses
4
Q
What is social loafing?
A
The concept that people are prone to exert less effort on a task if they are in a group versus when they work alone
5
Q
what may be the reasons for social loafing
A
Individual output not measurable
Meaningless task
Reliance on team mates
Individual can’t influence outcome
6
Q
Name the key elements of group structure
A
Status
Power
Roles
nORMS
7
Q
Group structure - position
A
The right place at the right time
Visibility, communication, influence
8
Q
Group structure - status
A
From belief, perception and evaluation of others
E.g task competence, experience, team role, position, occupation
9
Q
Group structure - power
A
Expert power - coach knowledge, elite players ability
Reference power - likeable and sociable
Legitimate power - captain, team player
10
Q
Group structure - roles
A
Pattern of behaviour expected from an individual in a specific situation
Informal and formal
Task and Social
11
Q
Group structure - norms
A
Pattern of behaviour expected from an individual in a specific situation
Provide description and establish priorities amongst different behaviours
Informal, unobstructive, stable, usually developed internally
12
Q
Name the 2 classes of factors which influence conformity to the group norm
A
Personal and situational factors
13
Q
Define communication
A
Verbal or non verbal behaviour perceived by another person
14
Q
Outline the communication process
A
Messenger –> Message (verbal or non verbal) –> perception –> interpretation –> reaction
15
Q
Characteristics of voice messages
A
Volume Articulation Pitch Emphasis Rate
16
Q
Non verbal behaviour characteristics
A
Posture proximity and position Gaze Face Gestures Touch Appearance
17
Q
Name the systems for enhancing communication
A
Scheduled feedback evaluations Organisational structure Checklists Goal setting/performance profiling Modelling and reinforcement
18
Q
What are the important features of training to enhance communication
A
Knowledge of factors leading to good communication
Understanding how and when
Organised structure (content, purpose, timing)
19
Q
What is social identity
A
The part of the individuals self concept which derives from their knowledge their membership of a social group together with the value and emotional significant of tat membership
20
Q
Explain SIT
A
Categorisation
Accentuation - minimise differences within groups
Differentiation - maximise differences between groups
Identity - positive affiliation as ‘in-group’member
Comparison to referent ‘outgrips’ and on salient dimensions that promote self enhancement
21
Q
What does getting into groups involve
A
Personalisation (information about the group)
Selection and recruitment(motivation, interest, opportunity dictate if and when an individual joins)
Socialisation (training, norm and role adoption –> changes to usual way of operating)
Acceptance/ostracism (based on ability and socialisation to group)
22
Q
When might conflict in groups occur
A
Beween informal and organisational objectives (e.g heavy drinking and high level performance)
Between new membership and existing roles (e.g body building and professional job role)
23
Q
What are the benefits of effective leadership
A
Confidence
Motivation
Team cohesion
Performance
24
Q
Nature vs nurture
A
Nature
Innate personality trates
Nurture
Learned behaviour
25
Describe a transactional leader
Involves exchange processes between leaders and followers, with followers receiving direct rewards and punishment for their work
Set clear rules and expectations
Values order and structure
Likely to use command military operations
May see failure as a negative component of learning
Leader has control, task focused
:( Extrinsic motivation not intrinsic
Could lead to athlete dissatisfaction and exhaustion
Athlete may become frustrated
26
Describe a transformational leader
More about the relationship
Based on personal, emotional and inspirational changes, with the goal of developing followers to their fullest potential
Relationship
Inspiration
Mode/ high performance
One of the most desired leadership styles
:) Long term commitment
improves relations
:( commitment to person may lead to loss of motivation when leader is absent
27
What are the four roles of athlete leaders
Task- in charge on field, team focus on goals, tactical decision making and advice
Motivation - motivator, encourage teammates effort and counters setbacks
Generates emotions to perform optimally
Social - promotes good relations off field
Promotes good atmosphere
Deals with conflicts
Good listener
External
links team to outside groups
represents team to management/ coach
communication
28
What is cohesion
A dynamic process which is reflected in the tendency for a group to stick together and email united in the pursuit of its objectives
29
What are the group and individual outcomes of team cohesion
group
- stable norms
- confident in performance
individual
behaviour (persistence, less social loafing, high efforT)
30
What are the negatives of cohesion
Cohesion may be associated with pressure to conform and deindividuaiton
31
What are the determinants of cohesion
Personal factors - satisfaction, sacrifices, responsible
Team factors - prior success, communication, shared and important goals
Leadership factors - efforts to develop cohesion, decision making
Environmental factors - size of group, level of performance
32
What is team building?
Characterised as enhancing or improving team for task or social purposes
increase effectiveness, satisfy the needs of its members, improve work conditions
33
What is the direct approach of team building
Situation, education, brainstorming - establishing team goals
34
Team building and team training
Building - more general focus on social aspects and softer skills. primarily a series of events
training- task specific and focussed on coordinated skills. focuses on skills and competencies, essential for effective task performance and can be readily measured focus on changing team function through practise and feedback
35
What is effective decision making characterised by
```
flexibility
quickness
accuracy
resilience
risk taking
```
36
What is effective decision making achieved by
processing information
assessing situation
reasoning
monitoring
37
what are the 3 ways of achieving coherence
1. Standard operating procedures
2. Command
3. Shared mental models
38
What is SMM coherence?
the domain specific understanding that provides individuals with the same expectations, assumptions and decision making
strategies
SMMs are made of knowledge structures
Train SMMs by exposing an experts declarative and procedural knowledge
39
what are the different types of knowledge
declarative - describing
procedural - doing
explicit - verbalised
implicit- has not been verbalised by could be
tacit - cannot be articulated
40
What allows effective role function
Role clarity - what to do, when, how much
Role acceptance- satisfaction, feedback, recognition, significance
Role ability - can do what is expected
41
Communication reading - Mesmer and DeChurch (2009)
Meta analysis of 72 studies
looked at the importance of information sharing on team performance, cohesion, decision satisfaction
3 factors found to enhance information sharing - task demonstrability, discussion structure, co operation
Team discussions range in their degree of structure from free form to highly focussed
42
Communication reading - Sullivan
Leadership, collective efficacy, team cohesion and group goal setting all rely on communication
157 participants took part in a questionnaire
Authors independent seated for items of common themes
themes of effective team communication - clarity, instruction, supportiveness, conflict management, togetherness, corresponding non verbal message
43
Define Positive Conflict
Communication regarding intra-team conflict that expresses constructive and integrative ways of dealing with the disruption
44
Define Negative conflict
refers to exchanges of intra-team conflict that are emotional, personal, and confrontational.
45
what are the impacts of strong athletic identity
positive association: team performance, individual effort, commitment, self worth
:( prone to poor social and emotional adjustment on career termination
:( less likely to plan for post athletic career
46
Athletic Identity & Coping with Retirement
High ID = increased
denial,
mental and behavioural disengagement
venting emotions
Prolonged use of these might seriously compromise long term effective response
47
Social identity reading - Rees et al (2015)
- Social identity is the basis for sports groups behaviour, formation and development, support stress appraisal, leadership
- Tuner "social identity is the cognitive mechanism that makes group behaviour possible"
- When people perceive themselves to share group membership with other people in the given context, they are motivated to strive actively to reach agreement and co ordinate their behaviour is relation to activities
- Social identity is the basis for joining groups and as a basis for on going group development
48
Social identity reading (retirement) - Grove and Lavelle (1997)
-Experience a sense of emotional loss associated with separation, loss of athletic identity
48 retired athletes who had reached international or national level
Questionnaire
18 identified as experienced highly distressed reactions to retirement
Athletic identity at the time of retirement assessed with the athletic identity measurement sale
Individuals with a high athletic identity at the time of retirement experienced a higher degree of emotional adjustment difficulties
49
Cohesion - Filho et al (2014)
Meta analysis
16 studies
Significant moderate relationship between cohesion and performance
Task cohesion stronger relationship than social
Gender, skill, sport type were moderators of relationship
50
Cohesion- Slater and Sewell (1994)
Cross lagged cross sectional design to determine causality between cohesion and performance in hockey teams
High cohesion---> self efficacy
High cohesion ---> future participation
51
Developing Team Cohesion (Cox, 1992)
1. Acquaint each player with roles of other players
2. Develop mutual respect
3. Develop pride within sub-units of the team
4. Develop a feeling of player ‘ownership’
5. Set team goals
6. Each player must learn their role and believe it is important
7. Do not expect tranquillity
8. Address cliques (disruptive sub-groups)
9. Develop drills that require integrated action
10. Highlight areas of success (is ‘win-loss’ focus good?)
52
Cohesion - Caron et al 2010
Examined relationship between task cohesiveness and team success in elite athletes
Elite uni basketball teams and club soccer teams were assessed for cohesiveness and winning percentages
Greater team cohesiveness assumed to be related to greater team success
Group Environment Questionnaire (Carron et al 1985) assessed cohesion through 18 items
Strong relationship between success and cohesion
53
What should be taken into account when making team building programs
```
learning
age
transfer
objective
activity choices
```
54
Disadvantages of cohesion
- May not always lead to more effective group performance
- Estabrooks, Brawley and Carron (2011) suggested that cohesion may be associated with pressure to conform, group think and deindividuation
- Ignoring social soaring would help to preserve feelings of team unanimity - athletes in more cohesive groups feel more pressure conform
- High social cohesion may lead to greater conformity (normative influence)
55
What is group think
A group process that emphasises the need for unanimity
56
What is group polarisation
A shift towards the opinion of the majority in the group's decision making process (Deaux et al 1993)
57
Advantages of cohesion
Performance of a group better if its members are united and feel attraction towards one another and to the task they are performing
58
Cohesion - Rovio et al (2009)
Case study
High social cohesion led to deterioration in a teams performance
Ice hockey junior team - 3 adult coaches and 22 players
Interviews and observations
Group Environment Questionnaire assessed cohesion
High social cohesion --. increased pressure to conform, group polarisation, decreed performance
-GEQ indicated cohesion high during early months of the season and then declined
59
Training decision making - Mascarenhas et al 2005
Aim - pilot the use of a video based training programme designed to develop referees shared mental modes
English rugby football union national referees
Immediate decisions on pre and post tests of 10 video recordings of games
Experimental group studied training tapes with an expert providing their views
Lowest ranked referees on the national panel significantly improved the percentage of correct decisions, becoming 17.43% more accurate in their decisions at post test
60
Training decision making - Wilson and Richards (2010)
-Critical need for thorough mental preparation and planning prior to performance
-increases self confidence and reduced cognitive anxiety
optimum mental state
-beneficial to have a structure against which to organise planning and Taylor (1995) identifies 4 elements: physical, technical, logistical and psychological
-primary aim of a performance routine is to help the performer attain an optimal internal state in order to realise max potential
61
Rushall and Potgieter (!987) planning sheet categories
primary behaviours - functional activities such as getting changed
coping behaviours - planned responses or actions to be completed at certain times
outcomes - identity what the performer wants to achieve following the 2 categories of behaviour such as feeling energetic
62
Singer 2000, 2002, 5 step strategy
readying - obtain an optimal physical and mental step
imaging - mentally picture a successful technique and outcome
focusing - concentrate on one relevant external cue
executing - just do it
evaluation - review effectiveness and adjust next time if needs be
63
Importance of consistency in preparation
if the performer is consistent in thoughts and behaviours during performance, the performance itself will be more consistent
64
Define self talk
the ‘internal dialogue in which individuals interpret feelings and percep- tions, regulate and change evaluations and cognitions, and give themselves instruction and reinforcement’ (Hackfort & Schwenkmezger 1993, p. 355
65
Why do performers use self talk?
Instructional self task - help learn and execute skills
motivations - general sense to maintain or increase drive
66
Paradis and Martin (2012) - team building
Team building programs have been employed for the importance of group processes such as cohesion, role understanding, communication and leadership
67
Martin et al (2019) - team building meta analysis
17 studies
goal setting interventions found to be the most effective type of team building
longer the duration of the team building, greater effectiveness
small o moderate positive effects on cohesion, performance, roles and athlete cognitions
68
Define team building
a method of helping the group to increase its effectiveness, satisfy the needs of its members and improve work conditions
69
what is a direct method of team building
the sport psychology consultant works directly with the athlete
70
what is an indirect method of team building
the sport psychology consultant works solely with the coach then implements the intervention
71
Carron and Spink (1993) 4 stage program to team building
introductory stage - introduce the team building program, provide a background on benefits
conceptual stage - focuses on the framework, take into account theories, transition from theory to practise
practical stage - coaches and or athletes become active agents in the developing strategies for the team building program
intervention stage - specific program developed from the previous stages is implemented
72
Explain Carron's cohesion diagram
Social, task, group integration , individual attraction
Individual attractions to the group - task: productivity, objectives
Individual reactions- social: acceptance, personal involvement
group integration - task: individual team members feelings about similarity, closeness, bonding
group integration - social: individual team members feelings about the similarity, closeness, social unit
