The Journal of Applied Behavioral Science: A Publication of the NTL Institute

Golembiewski, Robert T.; Carrigan, Stokes B.; Mead, Walter R.; Munzenrider, Robert; Blumberg, Arthur

doi: 10.1177/002188637200800201pmid: N/A

This study has two central themes, both relevant to application of the behavioral sciences in "real-life situations." First, considerable psychological trauma can be generated by events such as the demotions reported here. Second, substantial evidence suggests that a learning design based on the laboratory approach can significantly moderate such trauma. Methodological problems prevent our assigning all observed effects to the learning design, but there is strong presumptive evidence that this action design is one way to apply in organizations the forces often observed in the development of the miniature societies that are T Groups.

Liebowitz, Bernard

doi: 10.1177/002188637200800202pmid: N/A

Systematic methods are needed for studying group development over time. The method described here permits interpretive description of a group session, useful both for feedback to the group and for further study of group processes. Participants in six T Groups rated the degree of importance of 45 themes for six middle sessions of their group. A correlation matrix for each session was derived; these were averaged and the resulting average matrix was factor-analyzed. Factor scores for individuals and groups (by session) were derived. The group scores served as the basis for interpretive descriptions. The results of this and other studies are compared and criteria for a methodology to investigate group thematic structure over time are explored.

Holloman, Charles R.; Hendrick, Hal W.

doi: 10.1177/002188637200800203pmid: N/A

The effect of sensitivity training on an individual's ability to tolerate attitude-discrepant behavior was explored. A group of college seniors (Group i, N = 45) used a traditional case discussion method throughout a semester course in leadership. A second group (Group 2, N 39) participated in sensitivity training half the semester before discussing cases. During the fourteenth week of the semester each S was asked to evaluate the leadership behavior described in an assigned case. Each S then was asked to write an essay advocating a position contrary to his initial judgment. Each S was subsequently asked to reevaluate the appropriateness of the leadership behavior described in the case. Ss in Group 1 changed their initial assessment to favor the advocacy position (p < .ooi) Group 2 Ss did not significantly alter their judgment. The study was later replicated with a comparison group (Group 3, N = 16) taught by the experimental group instructor using the teaching method employed in the original control group. Group 3 Ss significantly altered their posttest judgments (p< .ooi), indicating that the observed differences between Group 1 and Group 2 were not a result of the instructor variable.

Bierman, Ralph; Carkhuff, Robert R.; Santilli, Muriel

doi: 10.1177/002188637200800204pmid: N/A

A brief empathic communication training program, integrating shaping and feedback with modeling and experiential procedures, was implemented with Head Start preschool personnel. The Head Start professionals and nonprofessionals increased their empathic responsiveness over the training period from an average starting level of essentially ignoring others' feelings to an average posttraining level of nearly reflective responsiveness to others' feelings. The trainees evaluated the communication workshops, in comparison with a seminar on preschool program content, as having made a greater contribution to their effectiveness in work and to their conceptual development.

Culbert, Samuel A.

doi: 10.1177/002188637200800205pmid: N/A

This case study describes an OD project conducted within a district of religious communities. It shows how research was used to augment consultation and training and to bring to both consultants and management a more accurate perspective of the organization's problems. At a time of crisis, the district was focusing internally on issues of generation differences and skirting more fundamental issues of organization structure and purpose. The case includes (a) a discussion of the differences in problem-solving perspectives held by OD consultants and their clients, (b) a description of the specific consultant and client differences in the instance under study as well as the research and training design worked out to mediate between them, (c) a report on how research data were first analyzed to address questions raised at the beginning of the study, and then re-analyzed and used to suggest directions for future action and inquiry, and (d) a discussion of some generalizable lessons, derived from the case, for experimenting with change during times of organizational crisis.

Reddy, W. Brendan

doi: 10.1177/002188637200800206pmid: N/A

Simmons, Jeannette J.

doi: 10.1177/002188637200800207pmid: N/A

Walker, Ronald E.; Shack, John R.; Egan, Gerard; Sheridan, Kathleen; Sheridan, Edward P.

doi: 10.1177/002188637200800208pmid: N/A

Greening, Thomas C.

doi: 10.1177/002188637200800209pmid: N/A

Kingsbury, Sherman

doi: 10.1177/002188637200800210pmid: N/A