Sport Psych Ch 7: Group And Team Dynamics

Front 1

group

Back 1

two or more people who interact and exert mutual influence on each other

Front 2

team

Back 2

group of people who must interact with each other to accomplish common objective/goal

Front 3

theories of group development: the linear perspective (forming)

Back 3

familiarization, formation of interpersonal relationships, development of team structure

Front 4

theories of group development: the linear perspective (storming)

Back 4

rebellion, resistance to the leader and to control by the group, interpersonal conflict

Front 5

theories of group development: the linear perspective (norming)

Back 5

development of solidarity and cooperation; group conflicts resolved

Front 6

theories of group development: the linear perspective (performing)

Back 6

channeling of energies for team success

Front 7

theories of group development: the life cycle perspective

Back 7

- development of groups is similar to the life cycle--birth, growth, and death
- as the group develops, it psychologically prepares for its own breakup
- this model is relevant for exercise groups and recreation teams that last 10-15 weeks

Front 8

theories of group development: pendular perspective

Back 8

shifts occur in interpersonal relationships during the growth and development of groups

Front 9

theories of group development: pendular perspective, stages of group development

Back 9

1. orientation, 2. differentiation and conflict, 3. resolution and cohesion, 4. differentiation and conflict, 5. termination

Front 10

group structure: formal and informal roles

Back 10

formal roles are dictated by the nature and structure of the organization; informal roles evolve from the group's dynamics or interactions among group members

Front 11

group structure: roles

Back 11

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

Front 12

group norms

Back 12

a norm is a level of performance, pattern of behavior, or belief; leaders need to establish positive group norms or standards, norms for productivity are important to establish

Front 13

creating an effective team climate: social support

Back 13

mutual respect and support enhance team climate

Front 14

creating an effective team climate: proximity

Back 14

closer contact promotes team interaction

Front 15

creating an effective team climate: distinctiveness

Back 15

the more distinctive the group feels, the better the climate

Front 16

creating an effective team climate: fairness

Back 16

fairness--or a lack of it--can bring a group closer together or tear it apart

Front 17

creating an effective team climate: similarity

Back 17

similarity in commitments, attitudes, aspirations, and goal

Front 18

individual and team performance in sport: Steiner's model

Back 18

actual productivity = potential productivity - losses due to faulty group processes
- losses: motivation, coordination

Front 19

Steiner's model implications: the role of the coach or exercise leader is to:

Back 19

- "increase" relevant resources (through training, instruction, and recruiting)
- "reduce" process losses (through enhancing cohesion and emphasizing individual contributions to the team)

Front 20

the Ringelmann Effect

Back 20

the phenomenon by which individual performance decreases as the number of people in the group increases

Front 21

social loafing

Back 21

individuals within a group or team putting forth less than 100% effort due to motivation losses

Front 22

eliminating social loafing

Back 22

emphasize importance of individual contributions; increase identifiability of individual performances; determine specific social-loafing situations; conduct individual meetings; appreciate each teammate's responsibilities; divide team into smaller units

Front 23

facilitating smooth transitions for teams

Back 23

1. clarify role differentiation; 2. increase individual awareness of disengagement; 3. facilitate group interaction; 4. negotiate closure and new group development