Shared Expectations and Implicit Coordination in Tennis Doubles Teams

Blickensderfer, Beth; Reynolds, Rosemarie; Salas, Eduardo; Cannon‐Bowers, Janis A.

doi:10.1080/10413200.2010.507497

Cited by 52 publications

(51 citation statements)

References 21 publications

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“…Findings revealed that the occurrence of hesitations and collisions and the performance time decreased during practice, indicating that interpersonal coordination improved by practice. These results was in agreement with those of previous studies demonstrating an improvement in interpersonal coordination during practice (e.g., Blickensderfer et al, 2010;Eccles & Tenenbaum, 2004;Kijima et al, 2012). Furthermore, although Yoshida (1986) suggested that it is important to have verbal communication between players to prevent interpersonal failures, the present study showed that interpersonal failures could be reduced without verbal communication.…”

Section: Discussionsupporting

confidence: 94%

“…Kijima et al (2012) studied the relative phase between two participants in a play-tag game and found that the relative phase changed through practice. Blickensderfer et al (2010) investigated the factors of implicit coordination in expert tennis doubles teams, using a questionnaire, and suggested that implicit coordination is improved by practice. Moreover, Eccles and Tenenbaum (2004) reviewed team coordination and communication, and suggested that high implicit coordination between teammates improves by practice.…”

Section: Introductionmentioning

confidence: 99%

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Effects of Practice and Psychological Pressure on Interpersonal Coordination Failures

Ogawa

Sekiya

2016

Percept Mot Skills

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Although sports players in the same team try to manage their interpersonal coordination for improved performance, failures such as hesitations and collisions are often seen in interpersonal coordination between teammates. However, it is unclear what factors influence the occurrence of such hesitations and collisions. The purpose of this study was to examine the effects of practice and psychological pressure on the occurrence of hesitations and collisions. A total of 80 right-handed university students (aged 19.1 years ± 0.8; 32 males and 48 females) were randomly assigned into pairs and were instructed to perform a serial-tapping task cooperatively. An apparatus had five buttons in a row, which flashed once in each trial in a quasi-random order. When a flashing button was hit, a corresponding light went off and another button flashed. The participants were instructed that the task was to hit a flashing button as quickly and accurately as possible, and either member of the pair could hit the button. They performed 80 practice trials, 10 trials as a control test, and 10 trials as a pressure test. Before the pressure test, pressure was added by informing them about audience and confiscation of the prize if they could not fulfill a criterion. As a result, the occurrence rates of hesitations and collisions and the performance time significantly decreased from the first 40 trials to the next 40 trials of the practice session. Under pressure, state anxiety, the intention to cooperate, and the occurrence rates of hesitations and collisions increased, though heart rate and performance time did not change. These results suggested that interpersonal coordination improved with practice but deteriorated under pressure.

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Section: Discussionsupporting

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Effects of Practice and Psychological Pressure on Interpersonal Coordination Failures

Ogawa

Sekiya

2016

Percept Mot Skills

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“…That is, individuals activate shared/communal as well as complementary/idiosyncratic functional networks during the execution of interactive team tasks. In practice, without shared knowledge, team members are unable to anticipate each other's actions or develop heuristic action plans [9,10,38,[83][84][85][86][87]. Without complementary mental models, team members cannot compensate for each other's mistakes or execute highly complex team tasks requiring different knowledge backgrounds, distributed effort, and empathy [76,[88][89][90].…”

Section: Team Mental Models and Coordinationmentioning

confidence: 99%

Team Dynamics Theory: Nomological network among cohesion, team mental models, coordination, and collective efficacy

Filho

2018

Sport Sci Health

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I put forth a theoretical framework, namely Team Dynamics Theory (TDT), to address the need for a parsimonious yet integrated, explanatory and systemic view of team dynamics. In TDT, I integrate team processes and outputs and explain their relationships within a systemic view of team dynamics. Specifically, I propose a generative nomological network linking cohesion, team mental models, coordination, collective efficacy, and team outcomes. From this nomological conceptualization, I illustrate how myriad alternative models can be derived to account for variance in different working teams, each comprised of unique members, and embedded in singular contexts. I outline TDT's applied implications for team development, the enhancement of team functioning, and the profiling of team resilience. I conclude by discussing how TDT's ontological and nomological propositions can be tested through various theoretical inquiries, methodological approaches, and intervention-based studies.

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“…With this evidence we can see that embodied collaboration involves a complex interplay of a pair's or a group's mental states with moment-to-moment processes. In research conducted with doubles tennis teams, Blickensderfer and colleagues (Blickensderfer, Reynolds, Salas & Cannon-Bowers 2010) investigated the link between players' previous experience, their shared expectations, and the implicit co-ordination between team members. The construct of 'shared expectations' refers to one domain or sub-set of shared knowledge.…”

Section: Finding Lower-level Processesmentioning

confidence: 99%

Embodied Collaboration in Small Groups

Williamson¹,

Sutton²

2014

Brain Theory

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Introduction: collaboration, teams, and sport Being social creatures in a complex world, we do things together. We act jointly. While cooperation, in its broadest sense, can involve merely getting out of each other's way, or refusing to deceive other people, it is also essential to human nature that it involves more active forms of collaboration and coordination (Tomasello 2009; Sterelny 2012). We collaborate with others in many ordinary activities which, though at times similar to those of other animals, take unique and diverse cultural and psychological forms in human beings. But we also work closely and interactively with each other in more peculiar and flexible practices which are in distinctive ways both species-specific and culturally and historically contingent: from team sports to shared labour, from committee work to mass demonstrations, from dancing to reminiscing together about old times.

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Shared Expectations and Implicit Coordination in Tennis Doubles Teams

Cited by 52 publications

References 21 publications

Effects of Practice and Psychological Pressure on Interpersonal Coordination Failures

Effects of Practice and Psychological Pressure on Interpersonal Coordination Failures

Team Dynamics Theory: Nomological network among cohesion, team mental models, coordination, and collective efficacy

Embodied Collaboration in Small Groups

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