A history of the T-group and its early applications in management development.

Highhouse, Scott

doi:10.1037/1089-2699.6.4.277

Cited by 50 publications

(70 citation statements)

References 21 publications

(28 reference statements)

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“…The training group was a technique of unstructured, leader-less, emotion-laden group discussion/grounded in the work of social psychologist Kurt Lewin, who imagined the small group as a site for behavioral science research and for producing democratic F I G U R E 1 Hierarchy of needs pyramid (Berl, Williamson, & Powell, 1984) social change (Cooke & Burnes, 2013;Lee, 2002;Lezaun & Calvillo, 2014). Some of the most enthusiastic participants in the T-groups became the managers and executives of corporate America, including the advertising and marketing industry, which helped to circulate the hierarchy of needs as a theory, and the T-group as a management training technique (Highhouse, 2002).…”

Section: Management Translationsmentioning

confidence: 99%

Of Maslow, motives, and managers: The hierarchy of needs in American business, 1960–1985

Lussier

2019

J History Behavioral Science

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This paper examines the impact of psychologist Abraham Maslow's hierarchy of needs in American management. I trace how a roster of management experts translated the hierarchy of needs into management through case studies of job redesign programs at Texas Instruments and marketing firm Young & Rubicam's management training. The hierarchy of needs resonated with management, I argue, because it seemed to offer both a concrete guide for management, with practical implications for designing management training and work structures, alongside a broader social theory that purported to explain changing social values and economic circumstances in America. For the management theorists who invoked the hierarchy of needs, the corporation served as both the prime site for people to fulfill their higher psychological needs and the ideal site to study and cultivate motivation. This article contributes to histories of psychology that show how psychology became a prominent resource in American public life.

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Section: Management Translationsmentioning

confidence: 99%

Of Maslow, motives, and managers: The hierarchy of needs in American business, 1960–1985

Lussier

2019

J History Behavioral Science

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“…I am not sufficiently familiar with its history to speak on that issue. However, consider the demise of the once-prominent National Training Laboratories (NTL), from which the field of organizational development sprouted (Highhouse, 2002). The research focus of NTL, which was quite heavy in the early years, gradually dwindled to non-existence by the 1960s.…”

Section: Humanizing Versus Humoringmentioning

confidence: 99%

The continental divide

Highhouse

2006

J Occupat & Organ Psyc

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“…By the 1960s, the NTL and its trainers were well and truly established, enjoying endorsements from prominent thinkers in the field of psychology such as Abraham Maslow and Carl Rogers. By 1966 at least 20,000 business executives from organisations including Kodak and IBM were purported to have benefited from the T-Group experience and the learning methods the NTL had to offer (Highhouse, 2002). This level of sustained attention also meant that the TGroup movement received a considerable amount of criticism from several sceptical commentators, the most prominent of which was George Odiorne (1962Odiorne ( , 1963.…”

Section: One Serendipitous Night In Bethel: the Advent Of The T-groupmentioning

confidence: 99%

“…Authors such as Hollenbecker (1996) and Highhouse (2002) have pointed out that there are distinct educational undertones present within the current multi-rater/source feedback mechanism of 360 that share many of the fundamental assumptions that underpinned the educational movement of the laboratory method and its flagship method of education, the T-Group.…”

Section: Toward a Modern-day Form Of Multi-rater/source Assessment: Tmentioning

confidence: 99%

The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940–2011

Slater

Coyle

2014

Theory & Psychology

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Rory Slater is a PhD candidate in the School of Psychology at the University of Surrey. His PhD involves a three-part qualitative analysis that seeks critically to consider the post-capitalist democratisation of the workplace and the complicit involvement of psychological knowledge and expertise in contemporary programmes of government at work. Adrian Coyle is Senior Lecturer and Course Director for the MSc in Social Psychology in theSchool of Psychology at the University of Surrey. His research and publications have addressed a range of topics, principally psychological issues in religion and spirituality, identity, bereavement and sexuality. The vast majority of his research is qualitative, employing a range of methods. With Evanthia Lyons, he was editor of Analysing Qualitative Data in Psychology (Sage, 2007). ACKNOWLEDGEMENTSWe wish to acknowledge the invaluable contribution of our late colleague, Lynne Millward, to this work. As a Social and Occupational Psychologist at the University of Surrey, Lynne ensured the work was contextually informed and provided much encouragement. We would also like to express our gratitude to Peter Hegarty of the University of Surrey's School of Psychology for helping us to develop the ideas presented in this paper. Finally we wish to offer sincere thanks to the anonymous reviewers of the paper for their constructive input which has contributed greatly to the refinement of our ideas: their responses to our work allowed us to experience the academic review process at its best.The full reference for the published version of this article is: Slater, R., & Coyle, A. (2014). The governing of the self/the self-governing self: Multirater/source feedback and practices 1940-2011, 233-255. DOI: 10.1177/0959354313520087Page 2 of 37The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940-2011 AbstractThe present paper argues for a more critical contextualisation of multi-rater/source feedback mechanisms applying Foucault's conceptual template of technologies of objectification and subjectivity/self, as they relate to a mode of "self" government that is intricately entwined with psychological knowledge and expertise. An in-depth genealogical analysis is presented that traces the genesis of two prominent forms of multi-rater/source feedback mechanisms between 1940 and 2011: the educational innovation of the T-group and the contemporary human resource practice of 360-degree feedback. We conclude that such practices have functioned to enfold individuals within relations of power and signification that impact upon individual selfgovernance, subjectivity, and identity. As such, the application of 360-degree feedback within contemporary organisational models is emblematic of a programme of government that relies for its effectiveness on the self-regulatory and self-developing capacities of the individual at work. Key words360-degree feedback; psychologised-self; self-government; subjectivity; T-groups Page 3 of 37 Current organisational thought holds that ...

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A history of the T-group and its early applications in management development.

Cited by 50 publications

References 21 publications

Of Maslow, motives, and managers: The hierarchy of needs in American business, 1960–1985

Of Maslow, motives, and managers: The hierarchy of needs in American business, 1960–1985

The continental divide

The governing of the self/the self-governing self: Multi-rater/source feedback and practices 1940–2011

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