1656540
Group Success
- McGrath 'Groups are those
social aggregates that involve
mutual awareness and the
potential for interaction'.
- Carron (1982) Suggested that
groups have the following
unique characteristics:
- 2 or more
people
interacting
- All the individuals
have a common or
shared goal
- They all share
a collective
identity
- There are structured forms of communication
- As the process of working together
develops, the roles and norms of
individuals within the team may alter -
commonly known as group dynamics.
- 2 or more
people
interacting
- Stages of Group Formation
- 1. Forming
- Involves the
development of
relationships
within the group
as individuals get
to know each
other. Often
entails a player
assessing where
they fit within
the group based
on others
strengths and
weaknesses. It
provides them
with opportunity
to see whether
they actually
belong within
the group.
- This can vary
enormously
depending on the task
complexity, the
attitude and ability of
the players and the
time available and
levels of expectations.
- This can vary
enormously
depending on the task
complexity, the
attitude and ability of
the players and the
time available and
levels of expectations.
- Involves the
development of
relationships
within the group
as individuals get
to know each
other. Often
entails a player
assessing where
they fit within
the group based
on others
strengths and
weaknesses. It
provides them
with opportunity
to see whether
they actually
belong within
the group.
- 2. Storming
- Often involves some form of conflict as
individuals try to establish their position, status,
and role within the group structure. It may
involve confrontation with the leader until
different roles are established.
- Often involves some form of conflict as
individuals try to establish their position, status,
and role within the group structure. It may
involve confrontation with the leader until
different roles are established.
- 3. Norming
- Once the structure has been established the
group gains stability and starts to become
cohesive. Players start to co-operate and
work towards their common goal., accepting
the agreed norms.
- Once the structure has been established the
group gains stability and starts to become
cohesive. Players start to co-operate and
work towards their common goal., accepting
the agreed norms.
- 4. Performing
- The final
stage involves
all the players
working
together
towards their
common goal.
Each
individual
accepts their
role and
supports
other group
members.
- The final
stage involves
all the players
working
together
towards their
common goal.
Each
individual
accepts their
role and
supports
other group
members.
- Factors that may hinder group formation are; differing abilities,
motivation, personality, and attitude. Tuckman (1965) suggested that
there are 4 key stages that a group must go through.
- There will be
times when
this process is
repeated, this
may occur
due to an
evaluation of
the groups
performance
which leads to
changes being
introduced.
Alternatively
new players
may join the
team bringing
different skills
and abilities.
- 1. Forming
- Cohesion
- The extent to which a
group works together to
achieve a common goal.
- Task Cohesion
- The interaction of
group members and
their effectiveness
in working together
to achieve a
common goal.
- The interaction of
group members and
their effectiveness
in working together
to achieve a
common goal.
- Social Cohesion
- The interaction of
individuals and how
well they relate to
each other.
- The interaction of
individuals and how
well they relate to
each other.
- Task Cohesion
- It has been suggested that cohesion
develops as a direct result of success,
while others feel cohesion is a
requirement. However it is generally
assumed that the more cohesive a
group, the better the chance of victory.
- Several Antecedents Carron (1982)
- Environmental/Situational
Factors
- e.g. the size of the group, the time
available, training facilities etc. The
larger the size of the group the
more interactions and potential
co-ordination problems there will
be between individuals.
- e.g. the size of the group, the time
available, training facilities etc. The
larger the size of the group the
more interactions and potential
co-ordination problems there will
be between individuals.
- Member Characteristics
- Including ability, motivation,
affiliation to the group, similarities
of opinions and status, satisfaction
and other team members.
- Including ability, motivation,
affiliation to the group, similarities
of opinions and status, satisfaction
and other team members.
- Leadership Style
- The
involvement of
the individuals
in
decision-making
and
expectations of
the group.
- The
involvement of
the individuals
in
decision-making
and
expectations of
the group.
- Team Elements
- e.g. the desire of the whole
team for success and the nature
of shared experiences either
victorious or in defeat. Generally
the more success experienced
the higher the cohesiveness.
- e.g. the desire of the whole
team for success and the nature
of shared experiences either
victorious or in defeat. Generally
the more success experienced
the higher the cohesiveness.
- Nature of the Sport
- Interactive sports such as
basketball and hockey rely heavily
on cohesion, whereas in co-active
sports (such as athletics) cohesion
is not so important.
- Interactive sports such as
basketball and hockey rely heavily
on cohesion, whereas in co-active
sports (such as athletics) cohesion
is not so important.
- Stability of the Group
- The longer the group is together with
minimal changes the greater the chance of
cohesion.
- The longer the group is together with
minimal changes the greater the chance of
cohesion.
- External Threats
- Those who threaten the group may
actually help eliminate internal sub-groups
and force the team to work together.
- Those who threaten the group may
actually help eliminate internal sub-groups
and force the team to work together.
- Environmental/Situational
Factors
- Each type of cohesion is great
for the effectiveness of a team,
however its generally agreed
that task cohesion is vital for
success and has a greater
importance compared to Social
cohesion. Social cohesion
devleops as task cohesion
improves, but it can undermine
the effectiveness of a group,
cliques could form leading to
co-operation problems and
conflict.
- The extent to which a
group works together to
achieve a common goal.
- Strategies to Develop Effective Group Cohesion
- Practice and Training Drills
- Explanation of roles
and Expectations
iwthin the group
- Setting specific targets, individual and group
- Giving individual players responsibility
- Develop social cohesion away from
training/competitive situations
- Creat group identity
e.g. kit etc
- Encourage
peer
support
- Create an open environment for discussion
- Avoid social cliques
- Minimise difference in status between
players
- Attempt to
maintain
stability & avoid
unnecessary
changes
- Identify social loafers
- Practice and Training Drills
- Steiner's Model of Group Productivity
- Suggested that group productivity could be measured
using the following equations:
- Actual Productivity = Potential Productivity - Losses Due to Faulty Processes
- Actual Productivity = Potential Productivity - Losses Due to Faulty Processes
- Actual Productivity
- The performance of a group at a given time
- The performance of a group at a given time
- Potential Productivity
- Quality and
Quantity of of the
groups resources
relevant to the
task. It is
dependant upon
skill level, Ability of
opponents, task
difficulty and
expected outcome.
- Quality and
Quantity of of the
groups resources
relevant to the
task. It is
dependant upon
skill level, Ability of
opponents, task
difficulty and
expected outcome.
- Faulty Processes
- Factors which interfere with
group reaching full potential
- Co-ordination Losses:
caused by factors such as a
lack of teamwork, poor
execution of tactics,
ineffective communication,
or misunderstanding of
role/position.
- Motivational Losses: losing
concentration, under or
over arousal, loss of
motivation due to not being
valued, low self-confidence,
relience on other players or
avoidance behaviour if the
task is percieved as too
difficult.
- Factors which interfere with
group reaching full potential
- Suggested that group productivity could be measured
using the following equations:
- Ringlemann Effect
- The performance of an individual may decrease as the group size increases.
- His research was carried out over 100 years ago and was based on the amount
of force exerted during a tug of war pull. The force exerted by a team of 8 was
not eight times that of a solo pull. This is caused by a mixture of factors including
a lack of co-ordination, and a loss of motivation caused by being with a group.
- The performance of an individual may decrease as the group size increases.
- Social Loafing
- Individual attempts to 'hide' when placed in a group
situation and doesn't perform to their potential. They
often 'coast' through the game. The performer may feel
that their contribution to the team isn't being recognised
or valued. They may simply be relying on others to cover
their lack of effort. However this can be detrimental to
the teams performance.
- Strategies to Minimise the Effects of Social Loafing
- Giving feedback,
evaluating
performance,
praise, etc.
- Use video analysis
- introduce situations where it is
difficult for social loafing to occur
- Set challenging
but realistic
targets
- Develop social
cohesion and peer
support
- Giving players
specific
responsibilities
- Vary practise to maintain motivation
- Developing higher levels of
fitness to avoid hiding or
taking a break
- Highlighting the individuals
role within the team and
their responsibility to other
players
- Giving feedback,
evaluating
performance,
praise, etc.
- Individual attempts to 'hide' when placed in a group
situation and doesn't perform to their potential. They
often 'coast' through the game. The performer may feel
that their contribution to the team isn't being recognised
or valued. They may simply be relying on others to cover
their lack of effort. However this can be detrimental to
the teams performance.
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