Sports Psych Exam Ii

Front 1

DEFINE GROUP DYNAMICS

Back 1

study of behavior in groups designed to advance our knowledge about the nature of groups, group development, and the interrelationships between groups and the individual

Front 2

DEFINE AUDIENCE EFFECTS

Back 2

refers to consequences of behavior performed in the presence of others

Front 3

Triplett's finding

Back 3

improvement in performance when others are present

Front 4

ZAJONC 1965

Back 4

performance not always improved with others present; presence of others fascilitates performance of simple tasks and inhibits performance of complex tasks

Front 5

SOCIAL FACILITATION THEORY

Back 5

presence of others increases an individual's tendency to perform the dominant response and decreases the tendency to perform the dominant response

Front 6

(8) Characteristics of a Group

Back 6

1. collective identity
2. common fate
3. sense of shared purpose
4. structured patterns of interaction
5. structured modes of communication
6. personal and task interdependence
7. member self-categorization
8. interpersonal attraction

Front 7

COLLECTIVE IDENTITY

Back 7

members see themselves as distinct from other teams

Front 8

COMMON FATE

Back 8

regardless of individual performance, members win or lose as a team

Front 9

SENSE OF SHARED PURPOSE

Back 9

collectively, a team wants to win

Front 10

STRUCTURED PATTERNS OF INTERACTION

Back 10

patterns of interaction develop between certain players or coaches

Front 11

STRUCTURED MODES OF COMMUNICATION

Back 11

terms used in sport are understandable to team members

Front 12

PERSONAL AND TASK INTERDEPENDENCE

Back 12

dependence on others to play a team sport

Front 13

MEMBER SELF-CATEGORIZATION

Back 13

members consider themselves to be part of the team

Front 14

INTERPERSONAL ATTRACTION

Back 14

members socialize with each other

Front 15

(3) Foundations of group behavior

Back 15

1. group composition
2. group environment
3. structure of the group

Front 16

DEFINE GROUP'S COMPOSITION

Back 16

degree of homogeneity versus heterogeneity across two specific domains: personal attributes/psychological charactersitics and skills and abilities of group members

Front 17

PERSONAL ATTRIBUTES
(EITZEN)

Back 17

more homogeneous the team members were around attributres, the fewer cliques formed and greater the chance of goal attainment

Front 18

SKILLS AND ABILITIES

Back 18

research shoging that groups composed of members with diverse skills and abilities outperform those where there is greater uniformity of skills; groups performance depends on its members abilities

Front 19

GROUP SIZE
Increasing numbers (+ve consequences)

Back 19

chance of finding quality atheltes is enhanced and likelihood of atheletes expanding their social network

Front 20

GROUP SIZE
Increasing numbers (-ve consequences)

Back 20

increased perceptions of crowding, anxiety, and decreased member satisfaction/cohesion

Front 21

STEINER (1972)

Back 21

potential productivity of a group increases as the number of group members increases; eventually, with further increases in group size, productivity plateaus and further increases in group size do not impact group performance; individual members of the team decrease their productivity when team size increases

Front 22

RINGELMANN EFFECT (1913)

Back 22

additive tasks resulted in decreased individual productivity; increasing the number of individuals, the productivity decreased proportionally: TENDENCY FOR GROUPS TO BECOME LESS EFFECTIVE AS SIZE OF GROUP INCREASES

Front 23

Why might people fail to be as productive as they could be when in a group? (2) causes

Back 23

1. coordination losses that result from inefficition enteractions/coordination between team members
2. individuals may be less motivated to work hard when working a group

Front 24

SOCIAL LOAFING

Back 24

reduction of effort by individuals working in a group

Front 25

(4) Reasons for Social Loafing

Back 25

1. increased arousal- presence of others results in increased arousal levels
2. evaluation apprehension- when others are watching, we fear failure and embarassment
3. distraction-less focused on task-relevant stimuli
4. interferes with learning-may inhibit the dominant response

Front 26

(4) ways of Reducing Social Loafing

Back 26

1. acknoledge all team member's contributions to the overall perforamnce of the team
2. develop respect among players, not only for the starters but for members of the practice squad as well
3. have team members work on interesting and/or challenging tasks
4. teams may assist individual goal-setting and monitoring programs

Front 27

DEFINE GROUP STRUCTURE

Back 27

refers to stable pattern of interaction among team members

Front 28

DEFINE GROUP DEVELOPMENT

Back 28

collection of individuals, with minimal ties to one another, develop over time into a cohesive unit, complete with identity, structure, norms and roles

Front 29

MODELS OF GROUP DEVELOPMENT

Back 29

linear- team development advances to each successive stage with no regression to previous stage
pendular- team development swings back and forth between stages

Front 30

(5) developmental stages of group

Back 30

1. forming
2. storming
3. norming
4. performing
5. adjourning

Front 31

FORMING

Back 31

interpersonal relations- explore relationships;familiarity develops

member behavior-task exploration;methods to achieve task

Front 32

STORMING

Back 32

interpersonal relations- rebellion between members and leader

member behavior-resistance arises

Front 33

NORMING

Back 33

interpersonal relations-feelings of unity;roels develop

member behavior-agreement on how to achieve goals

Front 34

PERFORMING

Back 34

interpersonal relations-relationships stabilized;mutual cooperation

member behavior-emphasis on performance

Front 35

ADJOURNING

Back 35

interpersonal relations-contact decreases;reduced dependency;regret

member behavior-completion of task

Front 36

DEFINE ROLE

Back 36

shared expectation for behavior that serves to differentiate group members

Front 37

ROLE PERCEPTION

Back 37

individual's view of how he or she is supposed to act in a given situation

Front 38

ROLE CLARITY

Back 38

knowing his or her role contributes to the overall goals of the team; can focus attention on performing assigned role to best of ability

Front 39

(3) Types of Role Conflict

Back 39

1. intrarole
2. interrole
3. person-role

Front 40

INTRAROLE

Back 40

cause- single role produces contradictory demands on person in that role

example- football player first isntructed to be aggressive, then reprimanded when he receives penalties for his aggressive style of play

Front 41

INTERROLE

Back 41

cause- conflicting expecancies between 2 roles occupied by the same individual

example- player-manager in baseball whose responsibilities maybe be conflicting at times (to players and front office)

Front 42

PERSON-ROLE

Back 42

cause-person is either unwilling to carry out duties of the role to which he/she has been assigned

example- athlete who is moved to a new position on a team in college

Front 43

DEFINE NORMS

Back 43

structured rules that govern the manner in which the group is organized and maintained

Front 44

WHY ARE NORMS IMPORTANT?
(robbins 1992)

Back 44

1. facilitates team's success
2. inc. predictability of team members' behavior
3. reduces potential for embarassing interpersonal problems
4. promotes central values of the group

Front 45

HOW ARE NORMS DEVELOPED?
(robbins 1992)

Back 45

1. explicit statements
2. critical events in team's history
3. primacy
4. carryout behaviors

Front 46

(3) factors maintainance of norms

Back 46

1. normative influences
2. informational influences
3. interpersonal influences

Front 47

NORMATIVE INFLUENCES

Back 47

cause consistency of thoughts,feelings,and actions; members will perceive sense of obligation to honor norms

Front 48

INFORMATIONAL INFLUENCES

Back 48

opinions are changed after learning the opinions of others

Front 49

INTERPERSONAL INFLUENCES

Back 49

bargaining and persuasion (perhaps even threats) are used to convince people to conform and maintain norms

Front 50

DEFINE STATUS

Back 50

degree to which an individual's contribution is curical to the success and pretige of the group, how much power that individual has, and the extent to which the person embodies some idealized characteristic

Front 51

High Status individuals

Back 51

greater impact on group decisions and judgement patterns than do lower status teammates

Front 52

(3) CORE COMPONENTS OF GROUP DYNAMICS

Back 52

1. group composition
2. group environment
3. group structure

Front 53

DEFINE GROUP PROCESS

Back 53

represent the dynamic interactions that are caharacterisitc of group membership

Front 54

(3) ASPECTS OF GROUP PROCESSES

Back 54

1. collective efficacy
2. social support
3. groupthink

Front 55

DEFINE COLLECTIVE EFFICACY

Back 55

team's collective expectation for success; based on teams judgments of teams capabilities

Front 56

DEFINE SELF-EFFICACY

Back 56

belief in one's capability to produce a given level of performance

Front 57

DEFINE GROUPTHINK
(janis 1972)

Back 57

style of thinking that overrides group members' motivation to realistically asses alternative behaviors

Front 58

WHEN DOES GROUPTHINK OCCUR MOST OFTEN?

Back 58

when certain characters are present: high levels of cohesion, teams which are relatively isolated from outside influences, autocratic leadership, and homogeneity around personal attributes

Front 59

NEGATIVE EFFECTS OF GROUPTHINK

Back 59

-limits flexibility of teams performance by lowering individual creativity
-personal pressure to conform
-decrease openness of group members and hinder their growth potential