Chapter 9 - Team Dynamics & Group Cohesion PDF

Chapter 9 – Team Dynamics & Group Cohesion  Team Dynamics “Talent wins games, but teamwork and intelligence wins championships”  Team Dynamics What is a team? A group of individuals who must depend on and support one another to accomplish common goals...

Chapter 9 – Team Dynamics & Group Cohesion  Team Dynamics “Talent wins games, but teamwork and intelligence wins championships”  Team Dynamics What is a team? A group of individuals who must depend on and support one another to accomplish common goals interdependency goal commonality a collective identity  Group Processes There are several group processes that are associated with the effectiveness of a group, they include: communication decision-making cohesion  Communication Important to create an environment that allows for open communication, strategies include: providing opportunities for players to socialize dressing room design to create open space for communication encourage respectful discussion of dissenting ideas emphasize group goals versus personal goals  Decision-Making Two heads are better than one doesn’t always apply. Majority rule is best because it allows for equal participation and power among group members. Sometimes, however, groupthink can occur, whereby members conform to group’s leaning rather than express their true thoughts. Groupthink is most likely to occur when the group is highly cohesive (go along to get along).  Team Cohesion A group’s tendency to stick together and remain united in the pursuit of its goals and objectives. dynamic process multidimensional attraction commitment involvement Conceptual Model of Group Cohesion Carron proposed that cohesion involves individual and group aspects, and that each of these can be further divided into task and social cohesion. Individual aspects: beliefs about the personal benefits of group membership Group aspects: beliefs about the group as a collective Task cohesion: extent to which the group works together Social cohesion: extent of liking among group members Conceptual Model of Group Cohesion Group integration–task: “Our team Individual attraction to the group–task: is united in trying to achieve its “I am happy with my team’s level of performance goals.” desire to win.” Group integration–social: “Our team Individual attraction to the group–social: “For would like to spend time together in me, this team is one of the most important the off season.” social groups to which I belong.”  Measuring Cohesion Group Environment Questionnaire (GEQ); 18 items measuring 4 dimensions  Cohesion & Performance Cohesion and performance share a circular relationship; cohesion leads to improved performance, which leads to success and greater cohesion.  Cohesion & Performance Increased cohesion leads to greater performance and brings team together, which in turn, leads to greater cohesion (circular). Performance-to-cohesion relationship appears stronger than cohesion-to-performance relationship Cohesion-performance relationship seems strongest for task cohesion. Better to be able to work together rather than like one another. Increased time together & stability = higher cohesion  Cohesion & Performance Cohesion matters, but it is not enough for consistently high performance; also need high task commitment.  Correlates of Group Cohesion There are four categories of factors that have been shown to be strongly associated with cohesion. Environmental Factors: Group Size There appears to be an inverse relationship between cohesion and group size. The smaller the group, the greater the level of cohesion; also, cohesion develops more rapidly in smaller groups.  Environmental Factors: Setting Factors that hold the group together might change across situations. Individuals approach different situations with different expectations. For example, a change in team ownership or league regulations may affect athletes differently.  Environmental Factors: Task The nature of the task (e.g., interactive or co-active) determines the need for cohesion. as need for cooperation and interaction importance of individual ability importance of group productivity Different sports demand different degrees of cohesion; most important for interacting teams. Environmental Factors: Task  Leadership Factors: Behavior Coach and athlete leader behaviors that have been linked with higher rates of team cohesion include: Training and Instruction: geared to improving team members’ performance. Social support: characterized by a concern for the welfare of the individual athletes, the fostering of a positive group atmosphere, and warm relationships with the team members. Positive feedback: reinforcing an athlete by recognizing and rewarding strong performance.  Leadership Factors: Decision Style Coach and athlete leaders who engage in democratic decision styles end up with teams that are higher in both task and social cohesion. Leadership Factors: Transformational When coach and athlete leaders employ a transformational leadership style, higher cohesion follows. - recognizing the needs of individual players - fostering acceptance of group goals and teamwork - promoting high performance expectations  Athlete Factors: Adherence There is a positive relationship between adherence (attendance/participation) and both task and social cohesion. Athletes are more likely to return to a team when they perceive the team as being high in cohesiveness (regardless of performance outcome).  Athlete Factors: Effort Perceptions of a team’s cohesiveness are associated with an individual’s actual or perceived level of effort in a team- sport setting. Research shows that athletes who perceive high task cohesion work hardest  Athlete Factors: Sacrifice Internal sacrifices made by individuals and teammates have powerful effect on cohesion. Individual sacrifice (e.g., playing a different position) and teammates’ sacrifices (e.g., my teammates are giving up social time) contribute to team task and social cohesion.  Team Factors: Collective Efficacy The team’s shared perception of their ability to succeed at a given task correlates with high task and social cohesion. Team Factors: Psychol. Momentum The perception of team members that the team is progressing toward its goals (psychological momentum) is associated with higher levels of cohesion.  Team Development Three theories: 1. Linear perspective 2. Cyclical (life cycle) perspective 3. Pendulum perspective  Linear Perspective Tuckman & Jensen proposed that teams grow in cohesiveness as they progress through 5 stages of development: Stage 1: Forming Familiarization, formation of first impressions amd interpersonal relationships, development of team structure.  Linear Perspective Stage 2: Storming Rebellion, resistance to the leader and to control by the group, interpersonal conflict as team members compete for status and acceptance of their ideas. Stage 3: Norming No longer focused on individual goals, but rather are focused on working together to achieve the best results for the team. They respect each other’s opinions, and value the unique contributions of each member.  Linear Perspective Stage 4: Performing In this stage, teams are functioning at a very high level, with a focus to achieving every group goal. Team members trust each other and rely on each other. Not every team makes it to this level of team growth. Stage 5: Adjourning In this final stage, the team is disbanding at the end of a competition season or the team’s assigned project is complete.  Cyclical Perspective Team development resembles the life cycle – birth, growth, and death. As the group develops, it psychologically prepares for its own break-up. 1. Formation 2. Testing the limits 3. Expected behaviors & norms 4. Goal attainment 5. Dissolution of the team Most relevant to physical activity groups and recreational teams that last 10-15 weeks.  Pendulum Perspective Cohesion swings back and forth, depending on what stage the group is in – not a linear process. The emphasis here is on the dynamism of the process. Competition for selection = disunity Preparing for competition = cohesion  Group Roles Behaviors required or expected of a person occupying a certain position: formal: dictated by the nature and structure of the organization (e.g., coach, captain) informal: evolve from the group’s dynamics or interactions among group members (e.g., enforcer, mediator) Role clarity and role acceptance are critical for team success.  Group Norms Norms refer to levels of performance, patterns of behavior and beliefs applicable to all team members. Leaders need to establish positive group norms or standards of productivity. Team meetings are used to establish and modify group norms.  Group Productivity Does having 10 good players on your team mean you are getting 10x individual productivity? Steiner’s model: potential productivity - Actual productivity = losses due to faulty group processes  Faulty Group Processes Group too large: Communication difficulties Depersonalization Ringelmann effect: inverse relationship between the size of a team and the magnitude of each group member's contribution to the accomplishment of the task.  Faulty Group Processes Social loafing: individuals put forth less than 100% effort due to motivational losses. indiv. output cannot be evaluated task perceived to be meaningless personal involvement in task is low other group members are strangers other group members higher in ability indiv. contribution redundant  Developing Cohesion Factors affecting team climate: Social support: mutual respect and support enhance team climate Proximity: closer contact promotes team interaction Distinctiveness: high distinctiveness = better climate Similarity: greater similarity = closer climate Developing Cohesion  Developing Cohesion Strategies for Coaches: develop a team mission / slogan / song explain and emphasize individual roles in team success conduct periodic team meetings (venting & reinforcement) develop pride within subunits set challenging team goals individual appreciation exercise Cohesion = $$$