Homer H. Johnson

Group and individual performance on a complementary task as a function of initial ability level

Abstract In a test of predictions from a complementary model of group problem solving which considers initial ability level, 255 college students were administered the Concept Mastery Test. After being categorized as high (H), middle (M), or low (L) ability, they retook the test individually or working with a partner of one of the three ability levels. Major results were: (1) over all conditions, pair-groups improved more on the second test than individuals, (2) H subjects improved when working with H partners over H subjects working alone or with M or L partners, (3) M subjects improved when working with H or M partners over M subjects working alone or with L partners, (4) L subjects working with H partners improved over L subjects working alone or with M or L partners, and L subjects working with M partners improved over L subjects working alone or with L partners. Results were interpreted as supporting the complementary model.

Organizational Development and Change Management Setting the Record Straight

In a recent arti cle in this jour nal, Worren, Ruddle, and Moore (1999) pro posed that a new pro fes sion called “change man age ment” had emerged from the recent prac tices of the world’s large con sult ing firms. They pro posed that change man age ment is an appro pri ate replace ment for orga ni za tional devel op ment (OD) because it incor po rates both busi ness and human needs. We were trou bled by sev eral asser tions made by these authors and offer the fol low ing cor rec tions. 1. Worren et al. failed to review and cite key lit er a ture and thus set up a straw man. For exam ple, the authors rely on French and Bell (1990) for their def i ni tion of OD and argue that its scope is lim ited to human rela tions vari ables. How ever, an exam i na tion of more con tem po rary lit er a ture, includ ing French and Bell (1999), would indi cate that the scope of OD has grown from its roots in human rela tions vari ables to focus on stra te gic issues as well. Mirvis (1988) has traced the evo lu tion of OD from the 1960s to the 1980s, from a field that was focused on groups and human rela tions to the adop tion of more holis tic and inte grated mod els of orga ni za tion. By using a def i ni tion based in the 1960s, Worren et al. have mis rep re sented the true scope and def i ni tion of OD today. Beer (1980) and Cummings and Worley (1997) offer more con tem po rary def i ni tions. 2. Worren et al. assert that the under ly ing the ory of OD is pri mar ily based on psy chol ogy and on indi vid ual and group func tion ing. We acknowl edge these roots. How -

Group and individual performance on a single-stage task as a function of distribution of individual performance

Abstract In a test of predictions from a single-stage model of group problem-solving which considers initial performance, 263 college students solved a simple mathematical puzzle. They then solved the puzzle again individually or in one of four pair-groups: (a) two initially right subjects (RR), (b) one initially right and one initially wrong subject (RW), (c) two initially wrong subjects whose initial answers were the same (WWs), and (d) two subjects who had different wrong answers initially (WWd). Major results indicate that (1) neither WWs nor WWd pair-groups improved their performance relative to W subjects working independently; (2) performance of RR subjects did not decrease; and (3) the relative certainty of correctness of initial solution was an accurate predictor of performance in RW pair-groups.

The effects of message repetitions on immediate and delayed attitude change

In a 2 by 2 by 2 design, Ss received a persuasive message from either a high or low credibility source, heard the message either one or five times, and were tested as to immediate attitude and delayed attitude (4 weeks). Results indicate that message repetition facilitates the persistence of attitude change, particularly for that elicited by the high credibility source. An unexpected finding was higher message recall in the high than in the low credibility source treatment.

Psychosocial stress, performance, and affective and somatic responses in college students

A survey of 164 college students assessed their aptitudes, performance, outside work commitments, as well as their perception of their environment, satisfaction, and affective and somatic complaints. Several “causal themes” linking environment perceptions, performance, and affective and somatic complaints were apparent.

Behavior of depressed subjects in problem solving groups

Abstract This study investigated leadership selection in groups in relation to level of depression of group members. On the basis of MMPI-D and DACL scores 66 subjects were organized into groups of six to eight people consisting of all depressed, all nondepressed, or half depressed and half nondepressed subjects. Subjects performed a problem solving task alone and in groups and completed a questionnaire on leadership choice and group performance. Results indicate that nondepressed group members talked more frequently, were rated as more important contributors, and were selected as leaders more frequently than depressed members. In addition, mixed groups were perceived as more efficient and enjoyable by group members than the unmixed groups. There were no significant differences between depressed and nondepressed subjects on performance of the problem solving task whether working alone or in groups. Results were discussed in relation to other literature on the interpersonal behavior of depressed persons.