When I was a high school freshman, my high school’s band program was known as one of the best programs in the city, if not the state. Not only did it perform incredibly well in state competitions, but it was also a great experience being a part of the band. Students from different sections got along great with one another, and for many of us, our sections felt like family. However, in the years that followed, I noticed that the band felt less cohesive than when I first joined. Students still viewed their own sections as a kind of “family”, but there were fewer interactions between different sections. Also, our performance at competitions slipped downwards, eventually to the point where we usually got eliminated out of finals. What happened? Some of these changes may have resulted from outside factors, like changes in the band directors and students. Nevertheless, a part of me wondered whether the drop in the band’s cohesion caused the drop in the performance. Would we have done better if the band was more unified?
The concept that a team’s cohesion affects their performance would seem to make sense logically. When cohesion is high, team members get along better with one another and are on the same page regarding their shared objectives. This line of reasoning would be consistent with research on sports teams discussed by Gruman, Schneider, & Coutts (2017), which show that cohesion strongly relates to individual performance, individual efforts, and team performance (pg. 137). Team members are more likely to exert more effort when the team gets along well, and they can coordinate well with one another when they are all on the same page. It is tempting to interpret these findings to mean that group cohesion greatly improves how well they get a task done. As they say, teamwork makes the dream work… right?
Unfortunately, improving team performance may not be as simple as getting people to get along. It is important to remember that correlations do not necessarily indicate that causation goes one way or the other. Although it may seem to make more sense for group cohesion to cause performance, it is possible that performance also causes group cohesion. Evidence for this possibility comes from Grieve, Whelan, & Meyers (2000), who found that cohesion has far less impact on performance than performance has on cohesion. A shared victory can be a great experience for people to bond over, while a defeat can leave people feeling bitter and distancing themselves from the team. Further research discussed by Gruman et al. (2017) regarding the cohesion-performance relationship found that cohesion can predict performance just as well as performance can predict cohesion. Regardless of which one causes the other more, the research shows that the relationship between team cohesion and team performance can go both ways, with both of them influencing each other.
So was it the drop in cohesion that doomed my band’s performances? While research shows a strong link between a team’s cohesion and performance, it also suggests the causality is bidirectional. My band’s performance may have suffered from a decrease in cohesion, but that drop in performance may have also caused cohesion to suffer as well. Thinking back, this would make sense, as I recall some of my band friends emotionally distancing themselves from the band program after we failed to make finals. The process may have repeated multiple times over my high school years, with decreased band cohesion leading to worse performances, and failures at state competitions leading to the band further falling apart. Perhaps my band would not have drifted apart as much if we had done well at performances. The band may have bonded better after a successful performance, which could boost future performances as well. It is true, on some level, that teamwork makes the dream work. However, based on the research, I would also argue that when the dream works, the team works.
References
Grieve, F. G., Whelan, J. P., & Meyers, A. W. (2000). An Experimental Examination of the Cohesion-Performance Relationship in an Interactive Team Sport. Journal of Applied Sport Psychology, 12(2), 219-235. doi:10.1080/10413200008404224
Gruman, J. A., Schneider, F. W., & Coutts, L. M. (2017). Applied social psychology: Understanding and addressing social and practical problems. Los Angeles: SAGE.