Showing papers in "Group & Organization Management in 1976"
610 citations
TL;DR: In this paper, an approach is suggested for the evaluation of outcomes in interpersonal, group, organizational, and intercultural training in communication. But, the evaluation is not as easy as the assessment of outcomes.
Abstract: One of the recurrent problems associated with interpersonal, group, organizational, and intercultural training in communication is the as sessment of outcomes. An approach is suggested for the eval...
370 citations
TL;DR: This paper investigated the relationship between posture sharing and self-report indications of rapport in a group situation-college seminar classrooms and found that the greater the amount of mirroring and congruent postures evidenced by students vis-a-vis the teacher, the higher the ratings of involvement.
Abstract: Systematic observation and a questionnaire format were used to investigate the relationship between posture sharing and self-report indications of rapport in a group situation-college seminar classrooms. A pattern of significant positive correlations revealed that the greater the amount of mirroring and congruent postures evidenced by students vis-a-vis the teacher, the higher the ratings of involvement. Conversely, a significant negative relationship was found between amount of incongruent posture display and reports of interest. Implications of the findings for group dynamics and environmental design are discussed.
202 citations
TL;DR: In this article, a practice theory for diagnosing organizations is presented, which is a combination of many ideas in a relatively simple framework that can be applied in various settings, bringing together organization/environ ment, sociotechnical, and formal/informal systems concepts, and poses six broad categories for looking at an organization: purposes; struc ture ; relationships; rewards; leadership; and helpful mechanisms.
Abstract: This article presents a practice theory for diagnosing organizations -that is, a combination of many ideas in a relatively simple framework that can be applied in various settings. It brings together organization/environ ment, sociotechnical, and formal/informal systems concepts, and pro poses six broad categories for looking at an organization: purposes; struc ture ; relationships; rewards; leadership; and helpful mechanisms. The author illustrates how these six factors influence each other and provides clues about what to diagnose in each category, considering the infinite number of possibilities. He also suggests that what are called "process" issues show up as blocked work that can be freed by understanding and intervening in one or more of the six boxes.
168 citations
TL;DR: Kurt Lewin's work as a pioneering student of basic and applied psychology is placed in its theoretical, historical, and biographical contexts in this article, where the ten principles of re-education that Lewin, along w...
Abstract: Kurt Lewin's work as a pioneering student of basic and applied psychology is placed in its theoretical, historical, and biographical contexts. The ten principles of re-education that Lewin, along w...
48 citations
TL;DR: T-Group Theory and the Laboratory Method of Changing and Learning (T-LMMLM) as mentioned in this paper was the first publication of the T-group theory and the laboratory method, and was the only source for a theoretical overview of all those thrilling, moving experiences I was having in laboratory groups.
Abstract: In in effort to understand my disappointment with this book, I went back to its predecessor, T-Group Theory and the Laboratory Method, and, by thumbing through those heavily used, multi-underlined pages, tried to recapture the excitement it had produced in me when I first read it. I loved that book; in 1964, it was the only source for a theoretical overview of all those thrilling, moving experiences I was having in laboratory groups. By now, I’m an aging laboratory veteran, and the twelve intervening years have seen the publication of some excellent books on laboratory training (among them Schein & Bennis, Golembiewski & Blumberg, the Pfeiffer & Jones series, and Gerard Egan’s Encounter). The Laboratory Method of Changing and Learning contains much material that has been adequately covered (not by the same authors) in other collections; perhaps it could not hope to have, in 1976, the same novel and authoritative impact that the earlier book did. The editors of the current volume-the creme de la cr~me of the field-say they discarded their original notion of simply revising T-Group Theory and the Laboratory Method and opted instead to sample the &dquo;entire range of current applications in laboratory methods in group training and education, in personal growth laboratories, in organizational and community development.&dquo; That they have done, and if the sample has a distinct National
31 citations
TL;DR: A review of survey feedback as a tool for organizational intervention can be found in this article, where the authors identify problems with existing re search and practice and suggest future directions for both research and use of data for interventions.
Abstract: The research literature on survey feedback as a tool for organizational intervention is reviewed. Specifically, three different areas of research are examined, including early work in the development of survey feedback, research on the results of feed back interventions, and research on the process of using survey feedback. The re search to date provides inconsistent support for the idea that survey feedback alone will bring about organizational change. The work to date also indicates that the process of collecting, analyzing, and using data for feedback is important as a de terminant of the nature and extent of feedback effects. Problems with existing re search and practice are identified, and suggestions for future directions for both research and use of data for interventions are given.
25 citations
TL;DR: In this paper, the NTL sponsored case study was presented with the same case study and participants were asked to list the ten most important diagnostic questions they asked during the case study.
Abstract: Seventy-five organization development consultants attending an NTL- sponsored conference were presented with the same case study and asked to list the ten "most important" diagnostic questions they...
21 citations
TL;DR: In this paper, the author explores some of the major components of the values clarification theory and argues that values clarification is best achieved when combined with other thoughtful approaches to human growth and development.
Abstract: This paper explores some of the major components of the values clarification theory. The author presents his own expanded concept of the valuing process central to values clarification. Some of the most frequent criticisms of values clarification are discussed, including the charges that values clarification is "hedonistic, superficial, relativistic, value free, and without a cogent theoretical base." A major part of the paper summarizes the early research on values clar ification and nineteen more recent studies. The author holds an eclectic point of view, arguing that values clarification is best achieved when combined with other thoughtful approaches to human growth and development.
21 citations
TL;DR: The Follower Maturity Index (FMI) as discussed by the authors measures the maturity of a follower based on three variables: leader, leader, and situation. But the FMI is not a leader-leader-followers index.
Abstract: Situationally appropriate leadership requires that effective, efficient leader behav ior be based on the variables of leadership-leader, followers, and the situation. The Follower Maturity Index (F...
16 citations
TL;DR: The results of a number of studies provided objective evidence concerning the effects of group-therapy techniques as mentioned in this paper, including Personal Orientation Inventory (POI), on participants in growth-group experiences.
Abstract: With the growing application of personal-growth-group techniques to the enhance ment of intra- and inter-personal actualizing, a great deal of speculative literature has been generated concerning the possible benefits or damage to the participants. Only recently have the results of a number of studies provided objective evidence concerning the effects of group-therapy techniques. Such studies are, in part, the result of the comparatively recent availability of relevant personality measures sensitive to the measurement of change, including the Personal Orientation In ventory (POI). The article summarizes and integrates the major findings from these studies. The evidence is that positive change from pre- to post-test administrations of the POI are significant for participants in growth-group experiences.
TL;DR: Relationship Awareness Theory as discussed by the authors is based on the premise that one's behavior traits are consistent with what one finds gratifying in interpersonal relations and with concepts or beliefs one holds about how to interact with others to achieve those gratifications.
Abstract: Relationship Awareness Theory is based on the premise that one's behavior traits are consistent with what one finds gratifying in interpersonal relations and with concepts or beliefs one holds about how to interact with others to achieve those gratifications. Although many personality theories are about people, this theory was meant for people. It was intended to provide an effective means for under standing one's self and for understanding others so that interpersonal relationships could be mutually productive and gratifying. The theory was planned to help people organize their concepts of themselves and their concepts of others around three basic motivations: wanting to be of genuine help to others, wanting to be the leader of others, and wanting to be self-reliant and self-dependent.
TL;DR: This paper found that persons in central seating positions were able to maintain eye contact with the people in the group, and that people in central positions were more likely to participate in group interaction.
Abstract: Experimental research relating seating position to group interaction was critically reviewed. Studies have found that persons in central seating positions were able to maintain eye contact with the...
TL;DR: The Transactional Life Cycle Theory as mentioned in this paper is a combination of existing models, including selected aspects of Hersey and Blanchard's life cycle theory, some role behavior aspects of transactional analysis (but not the whole therapy model) and aspects of Greenwald's Direct Decision Therapy.
Abstract: Organization development and improvement models, like the people they intend to help, come in a bewildering array of sizes, shapes, types, and intentions. Many have been developed, but few seem to do the job for which they were intended. This paper and the conceptual model it offers help to identify the major varieties of models and methods and analyze the characteristics of some of the best understood and recognized among them. The author proposes that most models are only descriptive and fail to offer predictive and control aspects that are considered to be central to success. A predictive "synthesis" termed "Transactional Life-Cycle Theory" is offered: a combination of existing models, including selected aspects of Hersey and Blanchard's Life-Cycle Theory, some role behavior aspects of Transactional Analysis (but not the whole therapy model) and aspects of Greenwald's Direct Decision Therapy. Some additional consid erations of this model are presented, including one relating to sexism and sex-role ster...
TL;DR: A preventive consultation framework is presented and its effectiveness in working with school principals to change the climate of staff meetings is demonstrated.
Abstract: Although consultation models have expanded, research demonstrating the effectiveness of consultation has lagged far behind, thus limiting the acceptance of consultation as an accountable method of intervention in schools. This study, which has implications for all "internals," presents a preventive consultation framework and demonstrates its effectiveness in working with school principals to change the climate of staff meetings.
TL;DR: The FIRO theory of interpersonal behavior as mentioned in this paper provides a framework for clarify ing the administrator role, for measuring effectiveness, and for synthesizing previous studies of administration, and it can be used to synthesize previous studies.
Abstract: The FIRO theory of interpersonal behavior provides a framework for clarify ing the administrator role, for measuring effectiveness, and for synthesizing previous studies of administration. Effectiv...
TL;DR: A technique for assessing the views of school faculty members as a source of data to guide principals and superin tendents in deciding whom to involve in dealing with what problems is developed.
Abstract: Involving subordinates in the process of making organizational decisions is widely thought to be helpful in improving the quality of decisions and also increasing the "ownership" of those decisions. However, participation also can have dysfunctional or even counterproductive effects. In a school system, the school principal or superintendent who is interested in utilizing participative decision making must have an accurate perception of when the staff should or should not be involved. To facilitate this, the authors suggest a three-part schema for classifying problems as viewed by subordinates: the Zone of Indif ference, Zone of Ambivalence, and Zone of Sensitivity. Based upon these con cepts, the authors developed and tested a technique for assessing the views of school faculty members as a source of data to guide principals and superin tendents in deciding whom to involve in dealing with what problems. The tech nique is broadly applicable to other types of organizations as well.
TL;DR: This paper examined the impact of sensitivity training on participants' self-actualization in the United Kingdom, Turkey, and Japan, and found that individuals will respond more positively to educationa tional innovations such as experiential learning groups.
Abstract: This study examines the impact of sensitivity training on participants' self- actualization in the United Kingdom, Turkey, and Japan. Although the Japanese and Turkish participants showed less change than the English on the Personal Orientation Inventory, there is some evidence that sensitivity training can be applied to non-Western countries. The results suggest that as the economic and social conditions change and create a cultural environment more favorable to self-actualizing tendencies, individuals will respond more positively to educa tional innovations such as experiential learning groups.
TL;DR: In this article, an array of influence variables operative in organizational systems including structures, rela tionships, and technology are discussed. And the question of what variables influence a communicator's behavior at any given time is addressed.
Abstract: This paper outlines an array of categories that denote kinds of influence variables operative in organizational systems-including structures, rela tionships, and technology Articulating influences in organizational sys tems from this view allows us to synthesize literature from a variety of system levels (interpersonal, group, intergroup, and organizational) and sources (social and technical) by addressing the question: What variables influence a communicator's behavior at any given time?
TL;DR: In this paper, the principles and techniques derived from Gestalt therapy are being applied in a variety of educational settings internationally and these pioneering efforts in applying Gestalt to education have been ta...
Abstract: Principles and techniques derived from Gestalt therapy are being applied in a variety of educational settings internationally. These pioneering efforts in applying Gestalt to education have been ta...
TL;DR: In this paper, the authors present a broad overview of helpful techniques and insights into the gamut of professional approaches related to the design and/or implementation of management training, development, and OD.
Abstract: Edited by two prominent authors and consultants in the United Kingdom and the United States, this book purports to give a broad overview of helpful techniques and insights into the gamut of professional approaches related to the design and/or implementation of management training, development, and OD. A number of basic questions are addressed by forty-two experts from ten countries. Questions range from using audiovisual aids in management training to deciding whether to use T-groups with intact work groups. A major motive for bringing such diverse subjects together is the observation that corporations assume that the managers who are successful in a domestic situation simply carry their effectiveness inside their attach6 cases around the globe. Not so, say the editors. Different attitudes, skills, and knowledge required for effective management within different cultural and societal environments necessitate individually tailored programs for managers working in those places. Increasing intercultural competence is a prerequisite for manager effectiveness when one leaves his own country to manage people in another.
TL;DR: Banet et al. as discussed by the authors measured the organizational distance of thirteen electric motor manufacturing companies by asking the chief engineer in each firm to judge his competitors on a one-to-five-point scale; consistency of the rating data was markably high.
Abstract: ed by anthony g. banet, jr. Organizational Distance: A Concept for the Analysis and Design of Organizations De WAYNE PIEHL JOSEPH MCCANN Organizational distance refers to the number of &dquo;layers of approval&dquo; that an idea generated at the lowest level of decision making must pass through before it can be broadly implemented in a coordinated fashion. It reflects an organization’s communications network, and it is measured by counting the number of hierarchical steps between top and bottom administration-data easily available in a company’s up-to-date organizational chart or in interviews with management. Previous research indicates that organizational distance is significantly related to organizational effectiveness. In this study, the organizational distance of thirteen electric motor manufacturing companies was determined. Effectiveness of the firms’ product design activity was measured by asking the chief engineer in each firm to judge his competitors on a one-to-five-point scale; consistency of the rating data was markably high. Effectiveness scores were then plotted against organizational distance and statistical tests
TL;DR: The authors showed that respondents differ significantly across a broad range of conventional demographic variables, in reactions to many organization policies and benefits, and on an array of scales measuring important aspects of the work site.
Abstract: This study addresses one of those technical questions that has profound implications about which we know so little and assume so much: should survey/feedback designs identify respondents? Convenience and caution usually dictate anonymity. However, this study shows that identifiers and nonidentifiers differ significantly across a broad range of conventional demographic variables, in reactions to many organization policies and benefits, and on an array of scales measuring important aspects of the work site. This shows that survey/feedback designs may lose specificity in their failure to distinguish identifiers and nonidentifiers and that analytic opportunities such as matching individual respondents to other available data are also forfeited. The research findings leave open the search for effective ways to increase the validity of survey/feedback designs.
TL;DR: One of the founders of NTL, whose subsequent career was totally invested in the movement, describes how the laboratory method was calculated to meet the needs of the post-World War II world as discussed by the authors.
Abstract: The laboratory method has institutionalized itself in the larger social system, and an investigation of how this came about provides an impor tant case study of social intervention. One of the founders of NTL, whose subsequent career was totally invested in the movement, describes how the laboratory method was calculated to meet the needs of the post-World War II world. Uses of the method's intrinsic "change-agent" concept are illustrated, and particular aspects of the growth of the movement are examined. Some unanticipated problems of collaboration and coordina tion and their solutions during NTL's formative years are described. The article concludes with a comparison of the societal conditions in which the psychoanalytic and laboratory movements, respectively, were begun.
TL;DR: Group methods have been used successfully in a program to train paralegals as hearing officers in misdemeanor matters for the city attorney of Los Angeles as mentioned in this paper, which is estimated that they will save the city at least $125,000 per year.
Abstract: Group methods have been used successfully in a program to train paralegals as hearing officers in misdemeanor matters for the city attorney of Los Angeles. During training, the future officers (1) defined and experimented with their new roles, (2) became more aware of the intra- and inter-personal levels of process during a hearing, (3) learned to listen carefully, hear accurately, and communicate clearly, and (4) acquired enough legal information to perform competently on the job. During the first six months after training, these officers were able to divert 7,965 cases from the courts. It is estimated that they will save the city at least $125,000 per year.
TL;DR: David McClelland's theory of power motivation as mentioned in this paper is based on such diverse data as children's literature, responses to projective pictures, a trip to Mexico, the conversion of Baba Ram Dass, and the life experiences of the author's mother-in-law.
Abstract: Periodically, a new way of perceiving a familiar concept enables us to pull ragtag threads together and make sense out of once-dissimilar phenomena. Power is such a concept; it has been explored recently by Barry Oshry, Carlos Castaneda, the assertiveness trainers, and Rollo May. David McClelland’s new theory of power motivation is based on such diverse data as children’s literature, responses to projective pictures, a trip to Mexico, the conversion ofBaba Ram Dass, and the life experiences of the author’s motherin-law. Power: The Inner Experience is a fine book; an evening reading the book is time spent with a gifted researcher whose insatiable curiosity (or need achievement) leads him to search with novel methods in strange places for significant information. The goal of power motivation is to feel powerful and competent. McClelland describes power motivation (n Power) in four different stages as the individual matures. (See diagram.) Initially, we look to others to empower and support us, and then, in Stage II, we strive to become our own source of power by strengthening ourselves. Stage III involves having impact on others-withholding favors, granting rewards, manipulating-but it is followed by Stage IV, where altruistic power from a &dquo;higher source&dquo; motivates
TL;DR: In Passages Gail Sheehy has combined a large quantity of psychological material on adult development and integrated it with the results of interviews with, or life stories of, 115 persons to produce a book that is highly meaningful and interesting for those of us who are going through these adult developmental changes as discussed by the authors.
Abstract: In Passages Gail Sheehy has combined a large quantity of psychological material on adult development and integrated it with the results of interviews with, or &dquo;life stories&dquo; of, 115 persons to produce a book that is highly meaningful and interesting for those of us who are going through these adult developmental changes. As I read it, I found myself relating it to myself and my friends. I also checked it against my