DIFFERENCE BETWEEN GROUP AND TEAM

Mutual interaction vs. shared goals and interdependence.

In the analysis of sports social structures, it is imperative to establish a technical distinction between a group and a team, as they are not synonymous.

A group is defined as two or more individuals who interact and exert mutual influence on each other, but who do not necessarily share a common destiny or interdependent goals.

In contrast, a team is a set of people who must interact in order to achieve shared goals; their success or failure is collective. To illustrate this difference, let's imagine a yoga class in a gym.

The attendees interact, occupy the same space, and influence each other (if one loses balance, it can distract the other), but each has an individual reason for being there: flexibility, relaxation, or injury recovery.

There is no collective goal; if one improves, it does not directly affect the success of the other. In contrast, an eight-person rowing crew constitutes a team.

The goal is to cross the finish line as quickly as possible, and this is only achieved if everyone synchronizes their rowing strokes.

There is critical interdependence: individual effort only makes sense in terms of the shared goal.

Characteristics of a high-functioning team

Transforming a group of talented individuals into a high-functioning team requires the presence of specific psychosocial characteristics.

Beyond technical ability, a functional team is distinguished by a positive dynamic where members work hard for each other, prioritizing the collective interest over personal brilliance.

Elements such as fluid communication, mutual respect on and off the field, and a sense of internal fairness are vital.

A determining factor identified in organizational studies is psychological safety.

This refers to a climate where members feel empowered to express opinions, admit mistakes or suggest tactical changes without fear of being ridiculed or punished.

For example, in a professional cycling squad, if a gregario notices that the leader is making a strategic error in managing his energy, he must feel safe to communicate this immediately over the radio.

If there is fear of retaliation, that vital information is lost, hurting