1. 7. Group Dynamics and Attribution

2. Contents
Group Dynamics Cohesion Developing Cohesion Steiner’s model of productivity Faulty group processes Attribution Theory Weiner’s Model Learned helplessness

3. Group Dynamics
A process which is reflected in the tendency of a group to remain united in the pursuit of its goals and objectives, and/or for the satisfaction of it’s members’ needs

4. Cohesion
Task Cohesion How well the group works together to complete an objective? Social Cohesion How much the team like each other and interact? For a team to be truly cohesive they need both types of cohesion… However… a team with high levels of task cohesion can put to one side a lack of social cohesion and still work towards meeting their goals.
Carron’s Antecedents
Factors which affect the formation and development of a cohesive team
Environmental
Organisational factors
Personal
Characteristics of members
Leadership
Relationships between players are leader, style used?
Team Factors
Norms and Stability of the group

5. Developing Cohesion Maintain communication with trust and respect
Set SMARTER individual, unit and team goals agreed by all
Agree norms of behaviour
Ensure clarity of role within group (and acceptance by others)
Value contributions of all team members
Reward exceptional contribution (Man of the match etc)
Use team meeting to resolve any conflicts
Create a sense of distinctiveness (Uniform, routines, rituals etc)
Encourage self sacrifice- more skilled help less skilled
Remember the titans
Haka Battle

6. Steiner’s model of productivity
Actual productivity
The performance at any given time (due to successful interaction)
Potential Productivity
The maximum capability of the group when cohesiveness is strongest
Losses due to faulty group processes
Factors that go wrong in team performance which impede/ prevent group cohesion

7. Faulty Group Processes
Co-ordination losses
Operational effectiveness of group cannot be maintained during the match
Strategies or tactics go wrong due to positional error or bad timing (lineout's, penalty corners, free kicks)
Ringlemann effect
Motivation losses
Reduction of effort causing someone to coast
Might think task is too difficult or had a bad experience
Duplication of roles
Social Loafing

8. Attribution Theory
The reasons coaches or players give in response to their success or failure in sport.
Steve Francis
Arsene Wenger
David Haye

9. Weiner’s Model Ability Task Difficulty Effort Luck Locus of Causality
Stable
Un Stable
Internal
External
Locus of Causality
Locus of Stability
Ability
Task Difficulty
Effort
Luck

10. Attribution Re-training
Learned Helplessness
Result of attributing Failure to Internal Stable factors
Perception that Failure is inevitable….
Believes they have limited ability - Focus on outcomes goals (Result) - Unwilling to try new skills
Self Serving Bias
Attributing success internally and failure externally
Protects the ego of the player (Self esteem)
Will stop Learned Helplessness happening in the first place
Attribution Re-training
To combat Learned Helplessness players are encouraged to attribute failure to controllable factors
E.g. “You are good enough but are you playing in the best position for you?”