EFFECTIVENESS OF T-GROUP EXPERIENCES IN MANAGERIAL TRAINING AND DEVELOPMENT

JOHN P. CAMPBELL, MARVIN D. DUNNETTE

Research output: Contribution to journalArticlepeer-review

163 Scopus citations

Abstract

REVIEWS RESEARCH RELATING T-GROUP EXPERIENCES TO HUMAN BEHAVIOR IN ORGANIZATIONS. ATTENTION IS ALSO DEVOTED TO SUMMARIZING THE STATED OBJECTIVES OF THE METHOD AND ITS TECHNOLOGICAL ELEMENTS. SPECULATIONS ARE MADE ABOUT THE NATURE AND VIABILITY OF IMPLICIT ASSUMPTIONS UNDERLYING T-GROUP TRAINING. EXAMINATION OF THE RESEARCH LITERATURE LEADS TO THE CONCLUSION THAT WHILE T-GROUP TRAINING SEEMS TO PRODUCE OBSERVABLE CHANGES IN BEHAVIOR, THE UTILITY OF THESE CHANGES FOR THE PERFORMANCE OF INDIVIDUALS IN THEIR ORGANIZATIONAL ROLES REMAINS TO BE DEMONSTRATED. IT IS ALSO EVIDENT THAT MORE RESEARCH HAS BEEN DEVOTED TO T-GROUP TRAINING THAN TO ANY OTHER SINGLE MANAGEMENT-DEVELOPMENT TECHNIQUE; HOWEVER, THE PROBLEMS OF OBSERVATION AND MEASUREMENT ARE CONSIDERABLY MORE DIFFICULT IN T-GROUP RESEARCH. (2 P. REF.) (PsycINFO Database Record (c) 2006 APA, all rights reserved).

Original languageEnglish (US)
Pages (from-to)73-104
Number of pages32
JournalPsychological Bulletin
Volume70
Issue number2
DOIs
StatePublished - Aug 1 1968

Keywords

  • DEVELOPMENT, REVIEW
  • EFFECTIVENESS OF T-GROUP EXPERIENCES IN MANAGERIAL TRAINING &

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