part iv understanding group processes chapter 7group and team dynamics chapter 8group cohesion...
TRANSCRIPT
PART IVPART IV
Understanding Group ProcessesUnderstanding Group Processes
Chapter 7—Group and Team Dynamics
Chapter 8—Group Cohesion
Chapter 9—Leadership
Chapter 10—Communication
Chapter 7—Group and Team Dynamics
Chapter 8—Group Cohesion
Chapter 9—Leadership
Chapter 10—Communication
CHAPTER 7CHAPTER 7
Group and Team DynamicsGroup and Team Dynamics
Session OutlineSession Outline
Group and Team Dynamics Group and Team Dynamics
How Groups and Teams Differ How Groups and Teams Differ
Theories of Group Development Theories of Group Development
Group Structure Group Structure
Creating an Effective Team Climate Creating an Effective Team Climate
Social Support Social Support
Individual and Team Performance in Sport Individual and Team Performance in Sport
Transition or Disengagement for Teams Transition or Disengagement for Teams
“Talent wins games, but teamwork wins championships”—NBA great Michael Jordan
“Talent wins games, but teamwork wins championships”—NBA great Michael Jordan
“Teamwork is the essence of life”—NBA coach Pat Riley
“Teamwork is the essence of life”—NBA coach Pat Riley
Almost any position in the sport and exercise field requires understanding of the processes and dynamics of groups.
Almost any position in the sport and exercise field requires understanding of the processes and dynamics of groups.
Why study groups?Why study groups?
Group and Team DynamicsGroup and Team Dynamics
To understand behavior in sport and physical activity, we must consider the nature of sport and exercise groups.
To understand behavior in sport and physical activity, we must consider the nature of sport and exercise groups.
What Is a Group?What Is a Group?
A collection of interacting individuals who shareA collection of interacting individuals who share
GroupGroup
a collective identity,a collective identity,a sense of shared purpose or objectives,a sense of shared purpose or objectives,
structured modes of communication,structured modes of communication,
personal or task interdependence (or both), andpersonal or task interdependence (or both), andinterpersonal attraction.interpersonal attraction.
A team is any group of individuals who must interact with each other to accomplish common goals.
A team is any group of individuals who must interact with each other to accomplish common goals.
All teams are groups, but not all groups are teams.
All teams are groups, but not all groups are teams.
How Groups and Teams DifferHow Groups and Teams Differ
Team members have to depend on and support one another to accomplish shared objectives (they have interdependency and common goals).
Team members have to depend on and support one another to accomplish shared objectives (they have interdependency and common goals).
The linear perspective The linear perspective
The cyclical (life cycle) perspective The cyclical (life cycle) perspective
The pendular perspective The pendular perspective
Theories of Group DevelopmentTheories of Group Development
The Linear PerspectiveThe Linear Perspective
Familiarization, formation of interpersonal relationships, development of team structureFamiliarization, formation of interpersonal relationships, development of team structure
FormingForming
Rebellion, resistance to the leader and to control by the group, interpersonal conflictRebellion, resistance to the leader and to control by the group, interpersonal conflict
StormingStorming
The Linear PerspectiveThe Linear Perspective
Development of solidarity and cooperation, stabilization of team roles, effort to achieve economy of effort and effectiveness
Development of solidarity and cooperation, stabilization of team roles, effort to achieve economy of effort and effectiveness
NormingNorming
Channeling of energies for team successChanneling of energies for team success
PerformingPerforming
Development of groups is similar to the life cycle—birth, growth, and death.
Development of groups is similar to the life cycle—birth, growth, and death.
Emphasis is on the terminal phase of the group’s existence.
Emphasis is on the terminal phase of the group’s existence.
As the group develops, it psychologically prepares for its own breakup.
As the group develops, it psychologically prepares for its own breakup.
This model is especially relevant for physical activity (exercise) groups and recreation teams that last 10 to 15 weeks.
This model is especially relevant for physical activity (exercise) groups and recreation teams that last 10 to 15 weeks.
The Cyclical (Life Cycle) PerspectiveThe Cyclical (Life Cycle) Perspective
The Pendular PerspectiveThe Pendular Perspective
Shifts occur in interpersonal relationships during the growth and development of groups.
Shifts occur in interpersonal relationships during the growth and development of groups.
Groups do not progress through linear phases. Groups do not progress through linear phases.
Stages of group development: Stages of group development:
1.Orientation1.Orientation
2.Differentiation and conflict2.Differentiation and conflict
3.Resolution and cohesion3.Resolution and cohesion
4.Differentiation and conflict4.Differentiation and conflict
5.Termination5.Termination
Group StructureGroup Structure
Behaviors required or expected of a person occupying a certain positionBehaviors required or expected of a person occupying a certain position
Group RolesGroup Roles
Group StructureGroup Structure
Formal roles are dictated by the nature and structure of the organization.Formal roles are dictated by the nature and structure of the organization.
Formal Roles (e.g., Coach, Instructor, Captain)Formal Roles (e.g., Coach, Instructor, Captain)
Informal roles evolve from the group’s dynamics or interactions among group members.Informal roles evolve from the group’s dynamics or interactions among group members.
Informal Roles (e.g., Enforcer, Mediator)Informal Roles (e.g., Enforcer, Mediator)
Group StructureGroup Structure
Both role clarity and role acceptance are critical for team success.
Both role clarity and role acceptance are critical for team success.
Role conflict exists when role occupant does not have sufficient ability, motivation, time, or understanding to achieve goal (e.g., “wears too many hats”).
Role conflict exists when role occupant does not have sufficient ability, motivation, time, or understanding to achieve goal (e.g., “wears too many hats”).
A norm is a level of performance, pattern of behavior, or belief.
A norm is a level of performance, pattern of behavior, or belief.
Leaders need to establish positive group norms or standards (especially standards or norms of productivity).
Leaders need to establish positive group norms or standards (especially standards or norms of productivity).
Positive norms are important to establish. Positive norms are important to establish.
Group StructureGroup Structure
Group normsGroup norms
The source of the communication is critical—more credible, better liked, similar, attractive, high-status, and powerful individuals are more effective persuaders.
The source of the communication is critical—more credible, better liked, similar, attractive, high-status, and powerful individuals are more effective persuaders.
Speaking in a rapid (vs. slow, deliberate) manner increases persuasiveness.
Speaking in a rapid (vs. slow, deliberate) manner increases persuasiveness.
Modifying norms is more effective when both sides of argument are presented and there are multiple commonalities, novelty, and explicitly stated conclusions.
Modifying norms is more effective when both sides of argument are presented and there are multiple commonalities, novelty, and explicitly stated conclusions.
Group StructureGroup Structure
Modifying team normsModifying team norms
Social support: Mutual respect and support enhance team climate.
Social support: Mutual respect and support enhance team climate.
Proximity: closer contact promotes team interaction.
Proximity: closer contact promotes team interaction.
Distinctiveness: The more distinctive the group feels, the better the climate.
Distinctiveness: The more distinctive the group feels, the better the climate.
Creating an Effective Team ClimateCreating an Effective Team Climate
(continued)(continued)
Fairness: Fairness—or a lack of it—can bring a group closer together.
Fairness: Fairness—or a lack of it—can bring a group closer together.
Similarity: Greater similarity = closer climate Similarity: Greater similarity = closer climate
Creating an Effective Team ClimateCreating an Effective Team Climate
Social SupportSocial Support
An exchange of resources between at least two people perceived by the provider and the recipient as intended to enhance the well-being of the recipient
An exchange of resources between at least two people perceived by the provider and the recipient as intended to enhance the well-being of the recipient
Social SupportSocial Support
Provides appraisal, information, reassurance, and companionship
Provides appraisal, information, reassurance, and companionship
Reduces uncertainty during times of stress Reduces uncertainty during times of stress
Social SupportSocial Support
Functions of social supportFunctions of social support
Aids in mental and physical recovery Aids in mental and physical recovery
Improves communication Improves communication
Social SupportSocial Support
1.Listening support1.Listening support
2.Emotional support2.Emotional support
Seven Types of Social SupportSeven Types of Social Support
3.Emotional-challenge support3.Emotional-challenge support
4.Reality-confirmation support4.Reality-confirmation support
(continued)(continued)
Social SupportSocial Support
5.Task-appreciation support5.Task-appreciation support
6.Task-challenge support6.Task-challenge support
Seven Types of Social SupportSeven Types of Social Support
7.Personal-assistance support7.Personal-assistance support
Individual and TeamPerformance in SportIndividual and TeamPerformance in Sport
While individual ability is important, the individual abilities of team members alone are not good predictors of how a team will perform.
While individual ability is important, the individual abilities of team members alone are not good predictors of how a team will perform.
Basic PrincipleBasic Principle
Steiner’s modelSteiner’s model
Individual and Team Performance in SportIndividual and Team Performance in Sport
Actual productivity = potential productivity – losses due to faulty group processes.
Actual productivity = potential productivity – losses due to faulty group processes.
Losses: Losses:
1.Motivation1.Motivation
2.Coordination2.Coordination
The greater the need for cooperation and interaction in a task, the more the importance of individual ability decreases and the importance of group productivity increases.
The greater the need for cooperation and interaction in a task, the more the importance of individual ability decreases and the importance of group productivity increases.
How Individual Skills Relate to Group Performance
How Individual Skills Relate to Group Performance
Teams of equal ability tend to play best. Teams of equal ability tend to play best.
The Ringelmann EffectThe Ringelmann Effect
The phenomenon by which individual performance decreases as the number of people in the group increases
The phenomenon by which individual performance decreases as the number of people in the group increases
Ringelmann EffectRingelmann Effect
Social LoafingSocial Loafing
Individuals within a group or team putting forth less than 100% effort due to motivation lossesIndividuals within a group or team putting forth less than 100% effort due to motivation losses
Social LoafingSocial Loafing
An individual’s output cannot be independently evaluated.
An individual’s output cannot be independently evaluated.
The task is perceived to be low on meaningfulness.
The task is perceived to be low on meaningfulness.
An individual’s personal involvement in the task is low.
An individual’s personal involvement in the task is low.
A comparison against group standards is not possible.
A comparison against group standards is not possible.
Conditions That Increase Social LoafingConditions That Increase Social Loafing
(continued)(continued)
Other individuals contributing to the collective effort are strangers.
Other individuals contributing to the collective effort are strangers.
Teammates or coworkers are seen as high in ability.
Teammates or coworkers are seen as high in ability.
Individual team members perceive their contribution to the outcome as redundant.
Individual team members perceive their contribution to the outcome as redundant.
Conditions That Increase Social LoafingConditions That Increase Social Loafing
Emphasize the importance of individual pride and unique contributions.
Emphasize the importance of individual pride and unique contributions.
Increase identifiability of individual performances.
Increase identifiability of individual performances.
Determine specific situations in which social loafing occurs.
Determine specific situations in which social loafing occurs.
Eliminating Social LoafingEliminating Social Loafing
(continued)(continued)
Conduct individual meetings to discuss social loafing.
Conduct individual meetings to discuss social loafing.
Walk a mile in a teammate’s shoes. Walk a mile in a teammate’s shoes.
Break down the team into smaller units. Break down the team into smaller units.
Eliminating Social LoafingEliminating Social Loafing
Transition or Disengagement for TeamsTransition or Disengagement for Teams
How are teams affected by teammate departures (e.g., due to injury, graduation, cutting)?How are teams affected by teammate departures (e.g., due to injury, graduation, cutting)?
KEY QUESTION—KEY QUESTION—
Transition or Disengagement for TeamsTransition or Disengagement for Teams
1.Clarify role differentiation.1.Clarify role differentiation.
2.Increase individual awareness of disengagement.2.Increase individual awareness of disengagement.
Facilitating smooth transitions for teamsFacilitating smooth transitions for teams
3.Facilitate group interaction.3.Facilitate group interaction.
4.Negotiate closure and new group development.4.Negotiate closure and new group development.