W. Brendan Reddy

External (Legal) Coercion and Internal Commitment: A Case Study of an Affirmative Action Training Program in Municipal Government

This paper describes the background, execution, and outcomes of the first year of an affirmative action training program for managers and supervisors in city government. Several pressures, e.g., long-standing hiring practices, militated against the programs success. The forces that facilitate the program included the legal pressure of Title VII, support from the city manager, an ordinance mandating that action be taken, the collaboration between the trainer (agency staff) and university consultants, and theoretical analyses of the issues. Several expected and unanticipated outcomes are described.

The Impact of Sensitivity Training on Self-Actualization: A One-Year Follow-Up

or marathon group experiences on self-actualization. A review of the experiential-group literature, however, reveals only a few studies which dealt with a systematic follow-up of participants when they returned to back-home settings (Foulds et al., 1970). Moreover, while there is research available examining psychological states and behavioral changes on a variety of dimensions, data are sparse correlating psychological states and changes on measures of self-actualization during sensitivity training.

Sensitivity Training... and the Healthy Become Self-Actualized.

alike. Anecdotal reports, both positive (Rogers, 1970) and negative (Gottschalk, 1966; Jaffe and Scherl, 1969; Gottschalk and Pattison, 1969), are useful in raising issues and generating hypotheses. However, neither enthusiasm nor portention offer empirical support or negation. Recently, there has been an increase in empirical investigation on the adverse effects of sensitivity training. In a review of the literature, Smith (1974) concluded that adverse effects do occur among a small portion of sensitivity training participants, and that this proportion differs markedly in different populations;

The role of the change agent in the future of group work

Abstract Four key questions regarding group work are addressed. Group work is increasing at a rapid rate, and a greater number and better trained practitioners are needed to cope with the increase.

Diagnosing Team Problem-Solving Effectiveness. A Comparison of Four Populations.

Hinderaker (1963) has stated that there are fundamental administrative variables and conditions essential to public, educational, and business organizations. Gordon and Howell (1959) have contended that the effective administrative variables required in all organizations are essentially the same. Further, the writing of Bennis (1966) and Lippitt et al. (1958) on planned change and organizational effectiveness are consistent with and relate to all types of organizations. Of these conditions, effective problem-solving and decision-making skills have long been cited as pivotal for the high level functioning organization, team, and task group. Simon (1957) and Barnard (1938) both emphasize the crucial role of a theory of decision-making in any exposition of administration or organization. In recent years, the evolution of organizational development (Bennis, 1965; NAM, 1967), management development