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Learning Outcome 3 - Group Dynamics 1/3
Transcript of Learning Outcome 3 - Group Dynamics 1/3
The team progresses and functions effectively as a unit
The team works without conflict towards the shared goals and objectives
No need for external monitoring as the group is motivated
The group is more knowledgeable and therefore make decisions.
The familiarization stage where members get to know each and decide if they belong in that group
Group members assess the strengths and weaknesses of other members and test their relationships with other members
Individuals get to know their roles and decide whether or not they can fulfill those roles
Formal leaders tend to be directive at this stage
Unit 17 - Psychology for Sports Performance
Unit 13 - Leadership in Sport
4. Performing Stage
3. Norming Stage
Groups Verses Teams
1. Forming Stage
Group Processes and the Development of Groups (Group Dynamics Session 2)
BTEC Level 3
Staff Benjamin Cox
Lesson Aim and Objective (s)
Provide an introduction to group processes, the stages group development and the influences upon group dynamic/performance
O1 - Learners will be able to state the 5 stages of Tucksman's group development model
O2 - Learners will be able to explain 5 stages of Tucksman's group development model
O3 - Learners will be able to identify/explain 3 factors which impact upon group dynamics
Is there a difference between groups and teams?
' Two or more persons who interact with one another such that each person influences and is influenced by each other person'
(Moorhead & Griffiths, 1998)
' A small number of people with complementary skills who are committed to a common purpose, common performance goals and an approach for which they hold themselves mutually accountable '
(Moorhead & Griffiths, 1998)
What are these athletes talking about?
In order for groups to become teams, they must go through four developmental stages as suggested by (Tuckman 1965); Forming, Storming, Norming and Performing
2. Storming stage
Conflict between group members begins to develop
Individuals/cliques start to question the position and authority of the leader and they will often resist the control of the group
Conflicts develop because demands start to be placed upon group members and some individuals attempt to secure more important roles within the team
Formal leader takes guidance role and helps the team move towards what is expected in terms of professional behaviour
Instability, hostility and conflict that occurred in the storming stage is replaced with cooperation and solidarity
Group cohesion begins to develop as members begin to develop on common goals and ignore individual agendas
As cohesion develops, so does group satisfaction and levels of peer respect increase
Group members are trusted with greater responsibility and take part in decision making
Once a group is at the performing stage, there are still factors which can effect team/group performance!
Steiner's model of group effectiveness
Actual productivity = Potential productivity
- Losses due to faulty group processes
These occur when some members of a team do not give 100 %
These occur when players do not connect with their play, the team interacts poorly or ineffective strategies are used. Sports that require interaction and cooperation between players are more susceptible
The Ringleman Effect
' As group size increases the productivity of individual performance decrease by as much as 50% due to motivational losses '
Individuals feel others are not working as hard as themselves
Believe that their effort will make little difference
Believe that others will compensate for lack of effort
Individuals conserve energy when they believe it will go un-noticed
Can you think of any sporting examples of the Ringleman effect?
' Social loafing refers to when group members do not put 100% effort in when they are in group or team based situations due to losses in motivation '
Individual contributions are not identified or are dispensable
Some players working harder than others
Lack of confidence
Afraid of failure
Have you ever heard that saying of 'he/she is hiding and doesn't want the ball'
Interactive versus Co-active groups
Interactive groups require people to work together in order to achieve successful performance
Co-active groups require individuals to achieve success in their individual games, events or performances to achieve overall success. There is no direct interaction between members during performance
1) Are teams and groups the same?
2) What four stages do groups need to go through to become a team?
3) What stage needs to be the quickest?
4) What are the 3 influences upon group dynamics/team performance?
5) What is an interactive team?
6) What is a co-active team?
What have we learned?
Does anyone know the stages a group needs to go through to become a team?
4-corner poster activity
A) What stage would a coach want to be the quickest?
B) What stage would a coach want to be the longest?
A) Why may a team revisit previous development stages?
B) Will all teams spend the same amount of time at each stage? Provide reasoning for your answer
04 - Learners will be able to provide leadership examples of how Tuckman's model may impact the effective leadership delivery
Motivation or Co-ordination Loss?
1) 'We just do not work well together and that is why we cant score'!
2) 'I cant be bothered to play in Newcastle today, it is too cold'!
3) 'I don't need the money, so I can't be bothered'
4) 'The manager doesn't appreciate me, so I am not going to try'
5) ' The manager has made too many changes for this FA Cup game, these younger players just are not on our wavelength.
6) Can a co-ordination loss result in a motivational loss? and/or can a motivational loss result in a co-ordination loss?
Interactive white board
What is cohesion?
What is social cohesion?
What is task cohesion?
Which cohesion type is most beneficial for sports performance?
What is Carron's model of group effectiveness
What can coaches/leaders do to develop cohesion?
In groups of 4 you have to replicate a famous building of the world using only the materials provided. You must work collaboratively and throughout, reflect upon the processes of the groups development/progress.
Project Manager (Top dog)
Materials Manager (Middle-dog)
Building Surveyor (Middle-dog)
Apprentice (Bottom of the pile)
The building which looks the most alike the original will be the winners!