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‘There is no ‘I’ in team……. But there is a ‘me’ if you look hard enough’. GROUP SUCCESS. p.187 – 200 AQA A2. A GROUP IS two or more people interacting with one another so that each person influences and is influenced by the others has a collective identity

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group success

‘There is no ‘I’ in team……. But there is a ‘me’ if you look hard enough’

GROUP SUCCESS

p.187 – 200 AQA A2

groups
A GROUP IS

two or more people

interacting with one another

so that each person influences and is influenced by the others

has a collective identity

and a sense of shared purpose

a social aggregate

involving mutual awareness

and potential interaction with structured patterns of communication

examples :

crowd at a soccer match

soccer team

parents watching their children swim

Groups and Teams

GROUPS
successful groups teams
SUCCESSFUL GROUPS

have a strong collective identity

members have an opportunity to socialise

have members who share goals and ambitions

and share ownership of ideas

have members who are able to communicate effectively (on the same wavelength)

have strong cohesion (see later slides)

have members who value relationships within the group

have a successful coach or leader (see later slides)

who ensures that members’ contributions to the group are valued

Groups and Teams

SUCCESSFUL GROUPS / TEAMS
steiner s model of a group team
team success = potential for success - coordination and motivation problems

actual productivity = potential productivity - losses due to faulty processes

POTENTIAL FOR SUCCESS

usually skilful individuals make the best team

usually individual success (of team members) correlates with overall team success

COORDINATION PROBLEMS (for players)

occur if there should be a high level of interaction between players

but one (or more) player is being selfish or aggressive

if a defence is not working together

hence overall team performance suffers

MOTIVATION PROBLEMS

people seem to work less hardin a group than they do on their own

example : in rowing, times of winning double sculls are often only slightly faster than single sculls

this is social loafing ‘the Ringlemann Effect’

MOTIVATIONAL LOSSES

individuals may not share the same motives, this leads to loss of group cohesion

example : some players may play a game for social reasons, others in order to win

Groups and Teams

STEINER’S MODEL OF A GROUP / TEAM
social loafing interaction and cohesion
SOCIAL LOAFING

individuals reduce their effort when in a group

and can hide their lack of effort amongst the effort of other group members

can be eliminated if the contribution of an individual can be identified

as with player statistics (American Football, Rugby League, Cricket, Basketball)

the need for interaction between players varies between sports

cooperation between players can be significant in eliminating social loafing

COHESION

selection of less skilled but more cooperative players

the extent to which members of a group exhibit a desire to achieve common goals and group identity

friendship groups can have negative effects

cohesion has both task and social elements

TASK COHESION

people who are willing to work together whether or not they get on personally

have the potential to be successful

SOCIAL COHESION

teams with high social cohesion but low task cohesion are less successful

Groups and Teams

SOCIAL LOAFING, INTERACTION AND COHESION
cohesion
CARRON’s MODEL

four factors affect the development of cohesion

Groups and Teams

COHESION
  • ENVIRONMENTAL
  • factors binding members to a team
    • contracts, location, age, eligibility
  • avoid star system, provide opportunities for socialising
  • PERSONAL
  • factors which members believe are important
    • motives for taking part
  • give opportunities for motives to be realised
  • develop ownership feelings and social groupings within the team
  • LEADERSHIP
  • the behaviour of leaders and coaches
    • coaches should use all leadership behaviours to influence different individuals
  • TEAM
  • factors relating to the group
    • team identity, targets, member ability and role
  • creation of team short and long-term goals
  • rewarding of individual and team efforts
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