1. A2 Psychology of Sport Groups, social cohesion and social loafing Lesson 7
Skills
Lesson Starter
Get out plain piece of paper and a pen
Working as a team
Complete green group tasks

2. AIMS AND OBJECTIVES To understand how to define a group
To understand social loafing
To understand method to prevent social loafing
To understand team cohesion
Know the terms group cohesion, interactive sports, co-active sports, sub groups.
Show an understanding of Steiner's Model to explain the breakdown of cohesion.
Demonstrate knowledge of the Ringlemann Effect and Social Loafing.
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3. BUZZ WORDS Steiners Model Social loafing Cohesion Group cohesion
Co-active sports
Interactive sports
Sub-groups
Group dynamics
Group Locomotion
Social Loafing
Ringlemann effect
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4. GROUPS What is a group? A GROUP IS two or more people
interacting with one another
so that each person influences and is influenced by the others
has a collective identity
and a sense of shared purpose
examples :
crowd at a soccer match
soccer team
parents watching their children swim
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5. Groups!
A group is a collection of individuals (2or more) who interact with one another because of a shared objective.
Carron said that a group will bond if they have: 1. 2. 3.

6. Sports Groups Groups undergo:
Forming – team members get to know each other & work out their roles
Storming – members jockey to establish roles; conflict may develop
Norming – cooperation & cohesion develop & the group becomes more stable

7. Sports in which team members work with and rely on each other
Interactive Sports…
Sports in which team members work with and rely on each other

8. Co-active Sports… Sports in which individual participation
is required but aggregate into a team performance

9. Group Cohesion…
Group cohesion is the term used to describe the degree of strength of a group.
There are two sections to group cohesion, known as Social Cohesion and Task Cohesion.
TASK COHESION
SOCIAL COHESION

10. SUCCESSFUL GROUPS / TEAMS
What qualities do you need to be successful?
have a strong collective identity
members have an opportunity to socialise
have members who share goals and ambitions
and share ownership of ideas
have members who are able to communicate effectively (on the same wavelength)
have strong cohesion (see later slides)
have members who value relationships within the group
have a successful coach or leader (see later slides)
who ensures that members’ contributions to the group are valued
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11. Steiners Model…
Ivan Steiner (1972) developed a model to show the relationship between the individual abilities or resources in a group/team and how team members interact. Steiners model is shown by this equation:
Actual productivity is the team performance at a given time during the game and refers to the extend of successful interaction
Potential productivity is the teams best performance when cohesiveness is strongest
Faulty processes relate to factors that can go wrong in team performance, which will prevent group cohesion and detract from the collective potential of the team

12. What brings about faulty processes?
Motivation Losses
A reduction of motivation causing a withdrawal of effort – causing someone to ‘coast’.
Relaxation effort is called ‘social loafing’.
A player with low self-confidence or esteem or someone who has had a negative experience will tend to be a loafer.
Loss of motivation if the task is seen as too difficult and linked with ‘avoidance behaviour’.

13. What brings about faulty processes?
2. Co-ordination Losses
Occur because the operational effectiveness of the group as a unit cannot be sustained for the duration of the match.
Positional error or due to an ill-timed move.
Any breakdown in teamwork is regarded as a co-ordination loss and is known as the Ringlemann effect.

14. Faulty Processes Co-ordination Losses Motivation Losses
These occur when the ‘operational effectiveness’ of the group cannot be sustained for the whole match.
Planned strategies/tactics may go wrong due to positional error or bad timing, e.g. Line out in rugby.
Motivation Losses
This may occur if the task is too difficult.
Also an individual might suffer loss of motivation causing them to withdraw effort and coast through that part of the game.
A motivation loss that leads to a reduction in effort is called SOCIAL LOAFING. This is called when an individuals efforts go unnoticed or when someone feels like the others on their team are not trying hard enough. People with low SC tend to be loafers.
A co-ordination loss that leads to a breakdown in team work is called the RINGLEMANN EFFECT. Problems with team co-ordination are more likely to increase as the number of team members increase.

15. SOCIAL LOAFING SOCIAL LOAFING
individuals reduce their effort when in a group
and can hide their lack of effort amongst the effort of other group members
can be eliminated if the contribution of an individual can be identified
as with player statistics (American Football, Rugby League, Cricket, Basketball)
the need for interaction between players varies between sports
cooperation between players can be significant in eliminating social loafing
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16. WHAT IS COHESION? COHESION
selection of less skilled but more cooperative players
the extent to which members of a group exhibit a desire to achieve common goals and group identity
friendship groups can have negative effects
cohesion has both task and social elements
TASK COHESION
people who are willing to work together whether or not they get on personally
have the potential to be successful
SOCIAL COHESION
teams with high social cohesion but low task cohesion are less successful
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17. the behaviour of leaders and coaches
LEADERSHIP
the behaviour of leaders and coaches
coaches should use all leadership behaviours to influence different individuals
TEAM
factors relating to the group
team identity, targets, member ability and role
creation of team short and long-term goals
rewarding of individual and team efforts
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18. CARRON’s MODEL four factors affect the development of cohesion
ENVIRONMENTAL
factors binding members to a team
contracts, location, age, eligibility
avoid star system, provide opportunities for socialising
PERSONAL
factors which members believe are important
motives for taking part
give opportunities for motives to be realised
develop ownership feelings and social groupings within the team
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