Predicting Group Attendance Using In-Session Behaviors

Paquin, Jill D.; Miles, Joseph R.; Kivlighan, Dennis M.

doi:10.1177/1046496410389493

Cited by 27 publications

(51 citation statements)

References 28 publications

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“…Participant observation was applied, as it was deemed suitable for investigating the rich, complex, conflictual, problematic, and diverse experiences, thoughts, feelings, and activities of people (Jorgensen, 2015). Observing and recording behaviour is viewed as one of the most objective direct measurement tools available for the assessment of behaviour (Paquin et al, 2011). The conversations of the teams were recorded using a Dictaphone as they engaged in the design process.…”

Section: Data Collectionmentioning

confidence: 99%

Design teams management of conflict in reaching consensus

Kiernan

Ledwith

Lynch

2019

IJCMA

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Purpose The purpose of this paper is to explore the conversation activities of design teams to negotiate task conflict and reach consensus. Design/methodology/approach Four case studies were conducted to analyse the conversation activities that teams use in the course of design projects. Findings The conversation activities that teams used to negotiate conflict and bring about consensus were identified. These conversation activities are associated with collaboration, communication and social skills enabling teams to engage in the high level of information exchange and negotiation that is required to manage task conflict. How they were used to negotiate conflict and help reach consensus is also discussed. Research limitations/implications The findings from this research are based on a small number of participants; hence, it cannot be generalised without further study with larger groups. However, the questions this paper has raised can be generalised to other design tasks and groups. Practical implications The findings have implications for the management of design teams and teams working on complex unstructured problems both in industry and education. They highlight how conflict can be constructively managed to bring about consensus that integrates the knowledge and perspective of all team members. Originality/value The benefits of task conflict have been disputed in the literature. This research has identified the conversation activities that facilitate the constructive management of task conflict to bring about consensus that integrates the perspectives and knowledge of a team.

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Section: Data Collectionmentioning

confidence: 99%

Design teams management of conflict in reaching consensus

Kiernan

Ledwith

Lynch

2019

IJCMA

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“…These between-session processes are discussed below. Paquin et al (2011) were the first to examine attendance at the session level. In their study, if a group member was an outlier in the previous session (had either the highest or lowest number of intimate behaviors), then that group member was less likely to attend the following session.…”

Section: Between-member Predictors Of Attendancementioning

confidence: 99%

“…Both Paquin et al (2011) and Kivlighan et al (2012) examined behaviors as predictors of group member attendance. It is likely, however, that a group member's perceptions of a previous session will also affect her or his probability of attending the next session.…”

Section: Between-session Predictors Of Attendancementioning

confidence: 99%

Is it the unexpected experience that keeps them coming back? Group climate and session attendance examined between groups, between members, and between sessions.

Kivlighan¹,

Paquin²,

Hsu³

2014

Journal of Counseling Psychology

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Attending group therapy sessions is necessary for a group member to have a chance at receiving benefit from the intervention. Group members' perceptions of their group's climate has been linked with important group member outcomes, including session attendance. On the basis of the writings of Curran and Bauer (2011), the current study examined group members' longitudinal ratings of session engagement and decomposed them into between-groups, between-members, and between-sessions components. These components were then used to examine the relationship between group members' ratings of an engaged group climate in the previous session and their attendance the following session. Session attendance in 573 group sessions for 91 group members in 14 Taiwanese counseling groups was modeled in a 3-level hierarchical model (sessions within group members, within groups). Contrary to our hypotheses, between-groups, between-members, and between-sessions components of engagement were not related to session attendance. However, there was a significant interaction between the between-members and between-sessions components of session engagement and group size in predicting session attendance. The likelihood of attendance increased when group members who, on average, rated sessions as being low in engagement uncharacteristically rated a previous session as high in engagement. The likelihood of attendance also increased when group members who, on average, rated sessions as high in engagement uncharacteristically rated the previous session as low in engagement. Larger group sizes amplified these effects. Expectancy (dis)confirmation theory is used to explain these results. Theoretical, research, and clinical implications are discussed.

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“…Kivlighan (2011) noticed that members of interpersonal growth groups’ perceptions of the discussion session smoothness and the depth of disclosures are related to how others perceived those characteristics. Moreover, Kivlighan, Kivlighan, and Cole (2012) revealed that absenteeism during group meetings decreased when others were perceived to be committed to the discussion (although this is true only of groups whose commitment was average or below average), and future attendance is associated with partners’ intimate behaviors during the session (Paquin, Miles, & Kivlighan, 2011). Also, partners’ attachment anxiety predicted or was related to one’s assessment of the group climate (Kivlighan, Lo Coco, & Gullo, 2012).…”

Section: Modeling Partner Effects In Group Researchmentioning

confidence: 99%

A Review and Critique of Partner Effect Research in Small Groups

Ervin

Bonito

2014

Small Group Research

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The purpose of this review is to discuss the ways in which partner effects are examined in group contexts. We focus on social influence, as it is a common theme in group research from cognate fields such as communication, psychology, family studies, social psychology, and business. We elaborate on different conceptions of partner effects in our discussion of the social relations model (SRM), the actor-partner interdependence model (APIM), and the group actor-partner interdependence model (GAPIM), and provide a comprehensive review of the studies that have utilized these models to study groups. Following that, we discuss the ways in which partner effects research can improve our theoretical and empirical understanding of group processes.In this article, we review research that incorporates partner effects within group contexts. The term partner effect has both conceptual and methodological implications for modeling small group processes. Conceptually, a partner effect refers to changes in self's cognitions and/or behavior as a function of what other group members say and do. The nature of influence, as

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Predicting Group Attendance Using In-Session Behaviors

Cited by 27 publications

References 28 publications

Design teams management of conflict in reaching consensus

Design teams management of conflict in reaching consensus

Is it the unexpected experience that keeps them coming back? Group climate and session attendance examined between groups, between members, and between sessions.

A Review and Critique of Partner Effect Research in Small Groups

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