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DREAM TEAMS: FROM COLLECTIONS OF DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO INDIVIDUALS TO EFFECTIVE SPORT TEAMS EFFECTIVE SPORT TEAMS Group Dynamics
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DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Dec 21, 2015

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Page 1: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

DREAM TEAMS: FROM COLLECTIONS OF DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO INDIVIDUALS TO

EFFECTIVE SPORT TEAMSEFFECTIVE SPORT TEAMS

Group Dynamics

Page 2: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Group/Team DynamicsGroup/Team Dynamics

• Anyone traveling around the world and observing different people can readily notice that human beings spend a great amount of time doing things together in groups. German sociologist, Kurt Lewin coined the term "group dynamics" and created fertile grounds for new ideas such as "group culture" and "group mind."

Page 3: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Anthropomorphic Characteristics of Anthropomorphic Characteristics of TeamsTeams

• Do terms like "group mind," or "team spirit" make any sense when examined through a Newtonian perspective of reality?

• Can the extent of the team's spirit be somehow measured?

• Is a team's performance a reflection of the added individual talents of its individual members or is a team's performance a reflection of a sum that is greater, or smaller than, the tally of each of the individual performances?

Page 4: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Sir Isaac NewtonSir Isaac Newton

Given the fact that one has all the necessary information, according to Newtonian physics, it is possible, in principle, to predict exactly how a given event is going to unfold.

Page 5: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Anthropomorphic Characteristics of Anthropomorphic Characteristics of TeamsTeams

• Subatomic particles cannot be pictured as an object, rather they can be viewed as "tendencies to exist" or "tendencies to happen." Experiments in the subatomic realm demonstrate that there is no way to predict individual events at that level. Therefore, quantum mechanics concerns itself only with group behavior (example of billiard balls vs. subatomic particles).

Page 6: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Anthropomorphic Characteristics of Anthropomorphic Characteristics of TeamsTeams

• Psychologists William McDougal and Floyd Allport led two opposing views regarding the "group mind" controversy (Gergen, 1982). F.H. Allport was a harsh critic of the anthropomorphic conception of human groups. In his view only individuals were real and groups or institutions were "sets of ideals, thoughts, and habits repeated in each individual mind and existing only in those minds (Allport, 1924)." (billboard balls example).

Page 7: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Anthropomorphic Characteristics Anthropomorphic Characteristics of Teamsof Teams

•McDougal, on the other hand, held the position that groups, institutions, and culture formed new realities and forces that could not be explained by strictly adding the particular individual group members' talents and contributions. McDougal's view is analogous to the relationships between subatomic particles which mix and merge with the neighboring particles and create new relationships.

Page 8: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Characteristics of TeamsCharacteristics of Teams

• Floyd Allport's individualistic orientation was the dominating view in academia until Mayo (1933) and his associates reported their extensive research at the Hawthorn plant of the Western Electric Company. What started as a project to investigate the relation between conditions of work and the incidence of fatigue among workers ended up changing radically and irrevocably the thinking about industrial worker dynamics.

Page 9: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Characteristics of TeamsCharacteristics of Teams

• "The role of the leader began to shift from one who directed work to one who enlisted cooperation. The incentive to work was no longer seen as simple and unitary but rather infinitely varied, complex, and changing (Haire, 1954)."

Page 10: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Characteristics of TeamsCharacteristics of Teams

• Sports, as most sport scientists would agree, is a microcosm of society--it mirrors the values, structure, and dynamics of the society in which it exists (Coakly, 1994). It is no wonder, therefore, that the concept "group mind" was eventually investigated in the realm of sports and sports teams.

Page 11: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Social Entities Called “Group”Social Entities Called “Group”

• Different groups, as well as sport teams, display a great variety of properties such as size, duration, objectives, internal structures, norms and many other aspects. The large variety of properties displayed was the main reason for the difficulty in the formulation of an all encompassing definition of the term "group."

Page 12: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

““Group” DefinedGroup” Defined

• Homans (1950) "A group is defined by the interaction of its members."

• Lewin's (1948) a group is best defined as "...a dynamic whole based on interdependence rather than on similarity."

• Bass (1960) defined 'group' as "...a collection of individuals whose existence as a collection is rewarding to the individuals." It does not take a sport sociologist to see how each of the above mentioned definitions of 'group' describe some aspects of a sport team.

Page 13: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Cohesiveness and “Group Dynamics"Cohesiveness and “Group Dynamics" • Kurt Lewin (1935) coined the term

"cohesiveness” in (Cartwright & Zander, 1968) and the term "group dynamics." The relationship between social cohesion, group dynamics and sport team participation and performance will be examined. Athletes coaches and researchers alike often assumed that when players on a team display unity and "stick together," they will have a greater chance of team success.

Page 14: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Some Research on CohesionSome Research on Cohesion

Positive Relationship• Arnold & Straub, 1972• Ball & Carron, 1976• Carron & Chelladurai

1981• Gosset & Widmeyer,

1981• Widmeyer & Martens,

1978

Negative Relationship• Melnick & Chembers,

1974• Ruder & Gill, 1981

NO Relationship• Landers & Lueschen,

1974• Martens & Peterson,

1971

Page 15: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Developing the Sport Team ConceptDeveloping the Sport Team Concept

• (1) proximity

• (2) distinctiveness

• (3) similarity

• (4) group goals and rewards (personal vs. group).

Page 16: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Group StructureGroup Structure

• Group roles: Formal vs. Informal

–role clarity, role acceptance, and role performance

Page 17: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Establishment of Group NormsEstablishment of Group Norms

• norm for productivity

–"rate busting" and "malingering"–stability of group norms (Jacobs &

Campbell, 1961)

Page 18: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Stabilizing Group StructureStabilizing Group Structure

• Show individual team members how the group's standards can contribute to the achievement of desirable qualities for the team, more effective team performance, and a greater sense of team unity.

Zander (1982, cited in Carron, 1986, p. 82)

Page 19: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Stabilizing Group StructureStabilizing Group Structure• Point out to all team members how their

contribution toward developing and maintaining the standards can contribute to the team's success.

• Develop a method of assessing whether there is adherence to the group's standards, and then reward those team members who do adhere and sanction those who do not.

Remember: Group members adhere best to those decisions in which they have had input.

Page 20: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Zigon Appraisal of Group/Team Zigon Appraisal of Group/Team PerformancePerformance

Performance elements are evaluated by using a minimum of three levels, with a broadly defined fully successful standard.

http://www.opm.gov/perform/articles/024.htm

Page 21: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

How to Measure the Results of How to Measure the Results of Work TeamsWork Teams

Performance below the standard is considered unacceptable, and performance exceeding the standard is considered exceptional.

http://www.opm.gov/perform/articles/024.htm

Page 22: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Zigon’s Seven-Step Process for creating Zigon’s Seven-Step Process for creating performance standards for teams (1-2)performance standards for teams (1-2)

(1) Review existing organizational measures. Ensure that the measures above and around the team are known and linked to the team's measures.

(2) Define what's going to be measured. Zigon offers four alternatives for identifying what the team needs to measure. He comments that selecting the best alternatives and using them to identify the team's key accomplishments provide the basis for all further measurement.

Page 23: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Zigon’s Seven-Step Process for creating Zigon’s Seven-Step Process for creating performance standards for teams (3-4)performance standards for teams (3-4)

(3) Identify individual team member accomplishments that support the team. Identify the results each team member must produce to support the team's results or work processes.

(4) Weight the accomplishments. Discuss and agree upon the relative importance of each accomplishment.

Page 24: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Zigon’s Seven-Step Process for creating Zigon’s Seven-Step Process for creating performance standards for teams (5-7)performance standards for teams (5-7)

(5) Develop team and individual performance measures. Identify the measurement (either numeric or descriptive) that will be used to gauge how well the results have been achieved.

(6) Develop team and individual performance standards. Define how well the team and individuals have to perform to meet expectations.

(7) Decide how to track performance. Identify how the data for each performance standard will be collected and fed back to team members.

Page 25: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Discussion (methods 1-3)Discussion (methods 1-3)

• The first three methods of identifying measurement points listed above focus on measuring accomplishments. (Even the fourth method, which focuses on work process, looks at the results of work at critical places in the process.) Zigon defines work results as accomplishments end products, not activities. Accomplishments are what is left behind when you go home; they take the form of nouns, not verbs.

Page 26: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Properties Associated with Cohesiveness

• Attraction to Group (a-t-g)• Bidimensionality of Cohesiveness• Social vs. task Cohesion• Interpersonal Attraction (IA)• Uniformity/Conformity• Communication• Perception (group vs. nongroup

members)• Group productivity

Page 27: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Team Cohesiveness DefinedTeam Cohesiveness Defined

• Festinger, Schachter, and Back (1950):...the sum of the forces that cause members

to remain in the group.Gross and Martin (1951):...the resistance of the group to disruptive

forces.Carron (1982, p. 124):...dynamic process which is reflected in the

tendency for a group to stick together and remain united in the pursuit of its goals and objectives.

Page 28: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Models of Team CohesivenessModels of Team Cohesiveness

• Linear•pendular• life cycle• Cohesiveness: A Positive or a Negative

Force?• The Circular Nature of Team

Cohesiveness• Correlates of Team Cohesiveness

Page 29: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Models of Team CohesivenessModels of Team Cohesiveness

•Practical Implications

•Summary and Discussion

Page 30: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

DistinctivenessDistinctiveness

• Solicit suggestions for team name and vote on the submitted titles. Similarly, choose a team logo and uniform. Create chants, slogans, and team routines.

Page 31: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Individual PositionsIndividual Positions

• Assign personal lockers and personal equipment. Let team members pick their own spot in the grid or on the field during warm-up, and encourage them to remain in it throughout year.

Page 32: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Group normsGroup norms

• Have members introduce each other to increase social aspects. Encourage members to become fitness friends. Establish a goal to improve certain aspects of a skill together. Promote a smart work ethic as a group characteristic.

Page 33: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Individual SacrificesIndividual Sacrifices

• Use the help of the more skilled team members to improve the performance of the less skilled ones. Ask individual members for their goal for the day and try to accommodate them, even though it may not be the wish of the entire team.

Page 34: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Interaction and CommunicationInteraction and Communication

• Create activities that require a partner. Make sure that team members practice, at least for part of the time on any given day, with a different partner. Create activities that engage small groups and rotate group members among the mini teams.

Page 35: DREAM TEAMS: FROM COLLECTIONS OF INDIVIDUALS TO EFFECTIVE SPORT TEAMS Group Dynamics.

Infractions ReleasesInfractions Releases

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Infractions ReleasesInfractions Releases