Process feedback in task groups: an application of goal setting

Article Abstract:

An experiment was conducted to test the effects of interpersonal group process feedback on interpersonal behaviors and task performance in task groups. The form of process feedback was based on research findings about characteristics of task feedback that lead to effective goal setting. The feedback resulted in changes in dominance behaviors of individual members. No changes in friendly or emotionally expressive behaviors were found. Feedback had no effect on task performance. The results are discussed in terms of implications for the relationship between feedback and task performance and the stability of interpersonal behavior patterns. (Reprinted by permission of the publisher.)

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Feedback, the group unconsious, and the unstable effects of experimental methods

Article Abstract:

Professor McLeod and her collegues conducted a thoughtful study representing the best of the experimental laboratory tradition. I commend the research team for tendering this study and JABS for publishing it. The results give us an opportunity to learn more about the strengths and limitations of both the theoretical and the methodological approaches used to study groups. This critique addresses method, theory, and implications of the work. (Reprinted by permission of the publisher.)

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The effects of proximal and distal goals on goal level, strategy development, and group performance

Article Abstract:

Research indicates that strategy development does not affect group performance in either long-term goal setting or short-term goal setting. Studies showed that participants in a group setting both short- and long-term goals performed better than those setting only long-term goals, as they tended to establish more difficult goals which required better performance.

United States, Group Dynamics, Statistical Data Included, Human resource management, Strategic planning (Business)

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