| Teamwork |
Wolfe & Box (1987)Wolfe, J., & Box, T. M. (1987). Team chesion effects on business game performance. Developments in Business Simulation & Experiential Exercises, 14, 250-255. posit that high cohesion teams seem to establish their performance models more easily and offer a larger bundle of rewards to its members. For the authors, cohesive groups are more effective because little energy is needed to maintain the group, and the group can direct most of its energy towards achieving the goal rather than to internal conflict and its management and resolution. |
| Compatibility role |
According to Wagner (2006Wagner, J. A., III. (2006). Comportamento organizacional. São Paulo: Saraiva., p. 222), “People who share the same attitudes, values or interests tend to feel mutual attraction.” Rubio (2003)Rubio, K. (2003). Psicologia do Esporte: teoria e prática. São Paulo: Casa do Psicólogo. posits that it is necessary to generate a climate of trust and complicity in the team, in which members should feel supported and believe that a good result depends more on the relationship between them than on individual performance. |
| Mutual support and respect |
According to Wolfe & Box (1987Wolfe, J., & Box, T. M. (1987). Team chesion effects on business game performance. Developments in Business Simulation & Experiential Exercises, 14, 250-255., p. 250), “The cohesion of a team revolves around factors like personal tastes or mutual admiration, similarities, acceptance of group goals, and satisfaction with leadership style, decision-making process, structure and environment. “ |
| Degree of contribution |
Weinberg & Gould (2001)Weinberg, R. S., & Gould, D. (2001). Fundamentos da psicologia do esporte e do exercício (2 ed.). Porto Alegre: Artmed. emphasize personal factors as relevant points in a team context that can interfere with group cohesion when not functioning. They represent the reason why each member is participating in the activity, involving attitude, represented by the degree of contribution, commitment to implement what is proposed, and satisfaction in performing. |
| Conflict resolution |
According to Cratty (1984)Cratty, B. J. (1984). Psicologia do esporte. Rio de Janeiro: Prentice-Hall do Brasil. cohesion is modified when there is tension in the group. With moderate tension, fraternal feelings are evident; high tension can affect the group structure; little or no tension will cause the members to collaborate less toward the total effort.
According to Wagner (2006Wagner, J. A., III. (2006). Comportamento organizacional. São Paulo: Saraiva., p. 222) “External threats to the well-being of a group can enhance group cohesiveness by propitiating a common enemy that motivates a unified response. The conflict between groups can promote internal cohesion.” However, the author points out that using conflict to generate cohesion is dangerous because it discourages cooperation between groups. |
| Unity |
Studies on multidimensional cohesion point out two categories: the first - Group Integration – reflects individual perceptions of proximity, similarity, and unity within the group as a whole, as well as the unification of the group; the second category refers to the execution of tasks (Carron et al., 2002bCarron, A.V., Bray, S. R., & Eys, M. A. (2002b). Team cohesion and team success in sport. Journal of Sports Sciences, 20(2), 119-128.). |
| Well-defined roles |
The leader should organize and guide the team through clear and effective communication, discuss failures in implementation, and propose solutions and ways to confront these failures. The leader’s main role is to monitor and direct the team throughout the competition (Rubio, 2003Rubio, K. (2003). Psicologia do Esporte: teoria e prática. São Paulo: Casa do Psicólogo.).
According to Weinberg & Gould (2001)Weinberg, R. S., & Gould, D. (2001). Fundamentos da psicologia do esporte e do exercício (2 ed.). Porto Alegre: Artmed., the leader must clarify the role of each member of the group and demonstrate that the team’s success results from the sum of the performance of all. Each member must know their role and due importance to the group, feeling supported by colleagues, generating pride in their role in the group. |
| Team discipline in the tasks |
Cartwright & Zander (1975)Cartwright, D., & Zander, A. (1975). Dinâmica de grupo: pesquisa e teoria. São Paulo: EPU. point out that a group is cohesive when its members come together to work towards a common goal, accepting the imposed norms and seeking to fulfil them to achieve collective results. |
