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The efficacy of laboratory training in group dynamics as a technique for modifying group processes in the direction of theoretically more effective practices was explored. Thirty groups trained in group dynamics were compared with 30 untrained groups with respect to their performance on the 12...
A sample of persons drawn from all functions and from all levels of two companies in the United Kingdom were invited to express a preference for one of four leadership styles-the tells, the sells, the consults, and the joins. Each respondent was then asked to state which style most closely...
The author introduces his facilitative role in organizational development at Thornlea School' with the following two statements: "Most organizations have a structure that was designed to solve problems that no longer exist" but "I am less interested in inducing any particular change than I am in...
Do the essentially interpersonal lessons individuals learn which arise from the experience of small-group democracy in a training laboratory generalize to the more broadly theoretical issues of sociopolitical ideology? Related research and theory by others suggest an affirmative answer. In the...
A T Group's capacity for learning need not emerge only at the group's "natural" pace, as trainers have so often assumed. Trainers can, and many do, use methodologies that accelerate a group's rate of learning. This paper describes one such methodology for accelerating a group's rate of learning:...
This paper reports the processes by which an interdisciplinary research project overcame the usual problems of antagonism among disciplines and succeeded in introducing a number of social innovations into a community. In terms of the experience five "principles" of successful social innovation...
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