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Team building: An experimental investigation of the effects of computer‐based and facilitator‐based interventions on work groups
Author(s) -
McCler Timothy R.,
Swanson Richard A.
Publication year - 1995
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920060105
Subject(s) - facilitator , facilitation , session (web analytics) , psychological intervention , team effectiveness , task (project management) , psychology , applied psychology , process (computing) , work (physics) , knowledge management , medical education , computer science , social psychology , engineering , medicine , mechanical engineering , systems engineering , neuroscience , psychiatry , world wide web , operating system
This study examined the effects of using a group decision support system (GDSS) and outside facilitation support in a three‐hour team‐building process on the attainment of “team.” Twenty‐four preexisting work groups (N = 186) were randomly assigned to three treatments: (1) a facilitated team‐building process without computer support, (2) a facilitated team‐building process with computer support, and (3) normally scheduled meetings without a facilitation or computer support. Twelve dependent “team” measures were assessed using a self‐report questionnaire following the team‐building session (immediate effect) and following the next normally scheduled group meeting (delayed effect). On immediate‐effect measures, both facilitated team‐building processes resulted in higher member ratings of group process than ratings for meetings with no outside facilitation. On most measures, the positive immediate effects did not last over time, indicating that the three‐hour team‐building session was not effective. The implications for practice are severe in that both team building and GDSS technology are often implemented as one‐time interventions. It is common practice to use these techniques and/or methods as a three‐ to four‐hour component of a development session or as part of a specific task‐related meeting.