6. Group performance
- Created by: Amy Parkinson
- Created on: 17-04-15 16:07
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- Group performance
- Groups are those social aggregates that involve mutual awareness and the potential for interaction
- STEINER'S MODEL
- Actual Productivity= Actual Productivity - losses due to Faulty Processes
- Actual Productivity is the team performance at a given time during a game or event and refers to the extent of successful interaction
- Potential Productivity is the maximum capability of the group when cohesiveness is at its strongest
- Faulty Processes mean the factors which can go wrong in team performance. They will impede or even prevent group cohesion
- There are 2 Faulty Processes that bring about losses:
- Co-ordination losses (the Ringlemann effect)
- This is any breakdown in teamwork and is termed the Ringlemann effect
- These losses occur because the effectiveness of the group as a unit cannot be sustained
- Ringlemann stated that problems in team co-ordination are more likely to occur as the team numbers increase
- Motivation losses (social loafing)
- Relate to an individual who suffers a decrease in motivation during performance causing the player to withdraw effort and 'coast' through play
- This is called social loafing
- Social loafing would prevent team co-ordination and inhibit team cohesion
- Negative influences that can cause social loafing and lead to dysfunctional behaviour include:
- The feeling that others in the team are not trying
- If i player feels they are under-valued
- Protection of self-esteem
- Response to negative attributions or a negative experience like failure
- Response to a loss of motivation if the task seems too difficult
- The elimination of Faulty Processes can encourage an individual to adopt a active healthy lifestyle
- Co-ordination losses (the Ringlemann effect)
- Other factors that affect teamwork include:
- Injury can disrupt team strategies and break down co-ordination
- A lack of incentive to produce teamwork will prevent cohesion
- Vague individual roles inhibit effective teamwork
- Low sum of the players' overall ability makes team play difficult to achieve
- Personality can influence team cohesion as people with low trait confidence find it difficult to promote group cohesion
- Inadequate leadership inhibits teamwork
- Factors affecting the formation and development of a cohesive group or team
- Task cohesion and social cohesion
- There are 2 types of cohesion: task cohesion and social cohesion
- The nature of the game determines which type of cohesion it is best to form and develop
- Task cohesion is most important in interactive sports and activities. It relates to the way team members work with each other to complete a task successfully
- Social cohesion is most important in co-active sports or activities. It involves the formation of personal relationships within the group that provide the individual with support and friendship
- Within large groups there is a possibility that sub-groups will emerge
- Sub-groups impede the formation of a cohesive group so the coach must find ways to unify the team
- CARRON: 4 factors affecting team cohesion
- 1. Situational factors which include elements of the situation and environment (interactive or co-active involvement, the leadership style, the size of the groups)
- 2. Individual factors refer to the characteristics of the team members (motivation levels, experience)
- 3. Leadership factors involve the style of leadership preferred by the group
- 4. Team factors include collective team goals, good communication and a record of shared success
- Factors affecting participation in a group or team
- Allocation of clear roles can help an individual feel valued and ensure the development of mutual understanding between individuals
- Participation in team building exercises is good for both task and social cohesion
- An evaluation of each member's performance effectively reduces social loafing
- The punishment of non-team or non-cohesive players will highlight the importance of group cohesion
- The selection of team players rather than players who are only interested in their own performance promotes cohesion
- Development of team goals helps to clarify how team standards encourage effectiveness
- Rehearsal of set plays during practice facilitates group co-ordination
- The reinforcement of team success effectively gives team efficiency as the attribution for the achievement of the group
- Strong leadership will actively encourage group cphesion
- Group and team effects on behaviour
- It has been found that increased levels of group cohesion help an individual to commit to an exercise programmes
- The group can provide social support and endorse the value of the individuals contribution
- If the consensus of a peer group favours participation in a healthy active lifestyle, the individual is likely to follow the trend
- TAJFEL
- The norms and values of the group will be looked on positively by the indivudal if they are part of that group
- If the individual is not part of the group, they will look negatively on the group ethos in order to protect self-esteem. Once having become a member they will too protect the interests of the group
- JANIS
- Proposed a phenomenon called 'groupthink'
- 'Groupthink' stated that by becoming overly strong, group cohesion can stifle individuality and participation
- It can be said that overall, group membership has a positive influence on the adoption of a healthy, balanced lifetsyle
- Task cohesion and social cohesion
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