In team sports, often disagreements arise between athletes, between coaches and athletes or between staff - coaches - athletes, between athletes and parents, between coaches and parents or between the athletes themselves. These interactions and relationships, if they suffer breakdowns, can cause a concrete decline in performance.
The right link in the "coach-athlete-team" system should be founded and based on a healthy relationship, accepted and shared, rich in verbal, non-verbal and content messages.
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In team sports, particular attention is paid to team dynamics. Man is a social being and from the very beginning he lives and acts together with other individuals, joining together with the aim of achieving the goal that unites the group.
Groups like teams are not static, they evolve over time according to the characteristics of the members that constitute them, according to needs and in relation to environmental and situational circumstances.
Precisely by virtue of these factors, different behaviors can be created within groups that break the psychological balance and, in the sports field, generate problems that affect the performance of the individual, but above all, of the team; it is therefore advisable to analyze the structure of the group, as well as the dynamics as a whole. In a sports team analyzed the characteristics of the individual without considering him within a sports group, it can lead to reductive and incomplete consequences on his potential and his needs.
In a team there must be well-defined roles as well as the rules that govern it.
To achieve a set goal, a team must necessarily gather a spirit of collaboration and strong cohesion in the individual members, adapting to the needs of the group and respecting the others. It is a fundamental task of the coach to foster collaboration and cohesion.
conflict is normal and all coaches will have to manage conflicts between pupils.
Conflict can be:
internal
between two or more people
social: group or between groups
Cause of the conflict:
values and behaviors
opinions on ethical questions
differentiated personality
I fight for power
scarce and limited resources
dysfunctional communications
differences of interest
perception and judgment
need for consent
ambiguity in resonances
Conflict is:
physiological: the success of a relationship does not depend on the absence of conflict but on the strategies implemented for management.
universal: it is part of human history and involves every man and every community
democratic: it involves everyone regardless of social rank.
Conflict can be:
VERTICAL: it concerns different degrees of power
HORIZONTAL: it is expressed among equals.
Phases of the conflict:
relationship stage: involved people are able to resolve the conflict on their own.
mediation phase: communication is compromised and a mediator is needed
phase of violence: the people involved have activated violent behaviors, in order to mediate an intervention is necessary to secure the parties.
EMOTIONAL CONFLICT: for example, an antipathy between people resulting from differences. the conflict degenerates because there is no harmony between people.
DATA CONFLICT: People get into conflict because they have partial information.
CONFLICT OF INTEREST: the people involved have different interests. 1) people hide true goals from others
CONFLICT OF VALUES: typical of a group that unites around values (affects more groups)
CONFLICT MANAGEMENT:
FORCING (HIGH ASSERTIVITY AND LOW COOPERATION) in this mode there are those who absolutely want to command the other.
COMPARISON (HIGH ASSERTIVITY AND HIGH COOPERATION) in this mode we listen to each other and look for the most suitable solution. There is no need to argue but to find a solution.
COMPROMISE: (MODERATE ASSERTIVITY AND MODERATE COOPERATION): similar to the confrontation, but even if all are winners there is no human relationship.
COMFORTABLE OR COMPIACIOUS: (LOW ASSERTIVITY AND HIGH COOPERATION) human relationships are preserved and a solution is found for all.
ABANDONMENT OR ELUSION (LOW ASSERTIVITY AND LOW COOPERATION) the problem is postponed for not losing.
ACTIVE LISTENING: ability to understand a perspective different from one's own, to consider the characteristics of the other, their role and keep these factors in mind during the interaction. Listening implies: being aware of what you hear, accurately understanding the information in order to make it useful.
EMOTIONAL INTELLIGENCE
The use of emotional intelligence is based on the ability to intuit the feelings and emotions of the people around us and have a full understanding of one's state of mind.
This allows us to adopt appropriate behaviors in favor of individual goals or
common.
Emotional intelligence is made up of the following skills:
know emotions (what they are, how they differ from each other, how and why they arise and how they change),
recognize their own and those of others
knowing how to manage emotions and use them to face and solve a problem.
Emotional intelligence to manage conflict:
Self-awareness: ability to produce results by recognizing one's emotions.
Self-control: the ability to use one's feelings for an end.
Motivation: ability to discover the true and profound reason that drives action.
Empathy: the ability to feel others by entering into a flow of contact.
Social skills: ability to be together with others trying to understand the movements that happen between people.
As soon as there is a conflict, emotional intelligence tries to understand if the way to manage it is based on the problem or on emotions.
In the first case, a solution is sought that can be decisive;
in the second case, since one cannot act directly on the conflict, one works on the negative emotions involved.
THOMAS GORDON INTEGRATED METHOD
Phase l: identify and define the conflict. It takes time to understand what is happening: the problem is defined as a conflict of needs and not with competitive solutions. The IO MESSAGE and rephrasing are used as understanding listening that reflects what the other has said.
Phase 2 the possible solutions are left to emerge: here the technique of brainstorming can be useful.
Phase 3, the emerged solutions are evaluated together;
Phase 4 we choose the most convenient and acceptable solution
Phase 5 consists in planning and implementing the decision by establishing roles, tasks and times.
Finally, phase 6 foresees to review and reassess the decision at a later time and then, eventually, a new solution will be decided.
POSITIVE FUNCTIONS OF CONFLICT
prevents stagnation;
stimulates curiosity and interest;
it allows to face problems and find solutions;
allows you to test your skills;
it serves to differentiate the groups;
it helps to stabilize individual and group identity.
TIPS TO PREVENT MISUNDERSTANDINGS
look at interests and not positions
divide people from the problem
the solution must be acceptable to all
there is not only ours "solution"
do not impose the decision with our power.
the decision must be shared and accepted at least by the majority
DOWNLOAD THE CONFLICT MANAGEMENT MANUAL :)
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