Training Experiences:

T-Groups & Behavior

Modelling
-By Gauri Karande
 T-groups
A T-group is an experiential
learning model in which the
participants and the facilitators
(aka trainers) in a small group of 8-
14 people, engage each other in an
ongoing series of conversations
over an extended period of time
where the learning comes through
analysis of their own experiences,
including feelings, reactions,
perceptions, and behavior.
What is t-group?
includes absence of
predetermined
agenda for the group
to work upon
a rich training
experience where
learning is
personalised
helps communicate
authentically, and resolves
issues beneficially
helps in better self
expression and
behvaioral choices
while interacting with
other.
members make build
high trust and a
cohesive team in less
time.
a back-home work group
that experience highy
support and oppeness
Origins of t-groups.
In 1946 psychologist Kurt
Lewin was asked by the civic
leaders of Bridgeport,
Connecticut to convene a
series of conversations with
community members
intended to help ease racial
tension in the city.
Lewin assembled a team of
fellow psychologists and
educators to run the
program, and one evening
after the conclusion of a
meeting with community
members
Some of the participants
overheard the staff
debriefing the experience
and expressed interest in
being directly involved in
the discussion.
This was essentially the first
T-group, in which members
and facilitators interacted
directly and learned from
each other in real time.
 Members' initial goals generally include such
Goals and outcome topics as learning how to communicate more
effectively, but groups typically progress to more
of t-groups. substantive issues as deeper levels of trust and
emotional intimacy are established.

Concepts such as cohesion, power,

group maturity, climate, and structure
can be examined using the experiences
in the group to better understand how
much these same forces operate in the
back-home situation.

THE ORGANIZATION POINT OF

THE INDIVIDUAL POINT OF VIEW VIEW.
.It is important to understand that
Status, influence, division of
different people may see the same
labor, and styles of managing
piece of behavior differently - for
conflict are among organizational
example, as supportive or
concepts that may be highlighted
antagonistic, relevant or irrelevant,
by analyzing the events in the T-
clear or ambiguous
THE GROUP POINT OF VIEW. Group.
 The flow of t-group experience .
The t-group The vacuum in the
Focusing on the
expericne at its group is often
here and now is
focus has a filled by feelings of
facilitated by the
frustration,
small, trainer's abdication
expressions of
unstructured, of the leadership
hostility, and
face2face group role and his lack of
even- tual
of 10-15 responsiveness to
attempts by some
the trainer the status symbols
members. the trainer merely members to
rejects any brought to the specifies the impose an
group by the length of time the
leadershop role organized, and
participants (e.g., group will be
& the usually
company position, meeting and that
participants are hierarchical
educa- tion, family the major concern
to discuss (lead- ers,
background, etc.). is with seeking to
themselves how committees, etc.),

understand one's
they portray structure on the
own and others'
themself in the group.
behaviors.
group
 The flow of t-group experience .
These initial Given the They must receive
attempts to assume unstructured group articulate and
a leadership role are as the vehicle and meaningful feedback
usually resented by the behavior emitted about their own behav-
other members, and, in the group as the ior, including their own
either spontaneously principal topic of feedback attempt.
or because of the If events follow their conversation, the

(feedback on feedback)
trainer's proper course, the success of the
Thus, the participants
intervention, they behavior of the other venture depends on must be able to inform
begin to consider group members also the crucial process of each other how their
why the self- becomes a basis for feedback.
behavior is being seen
appointed leader has dis- cussion such

and interpreted and to

tried to force his will that every describe the kinds of
on the group. participant has an feelings generated.
opportunity to learn This is the primary
how his own within- process by which the
group behavior is delegates "learn."
perceived.

Underlying assumptions
of t-groups
A significant number of the group members can agree
on the major aspects of a particular individual's
behavior exhibited in the group situation.

The behavior emitted in the group is sufficiently

representative of behavior outside the group so that learning
occurring
within the group will carry over or transfer.

Psychological safety can be achieved relatively quickly

Feedback is relatively complete and deals with significant aspects

of the individual's behavior.
Underlying assumptions
of t-groups
Transfer of training occurs be- tween the cultural
island and the "back home" situation.

Almost everyone initially lacks interper- sonal competence

A substantial number of group members, when confronted with others'

behaviors and feelings in an atmosphere of psychological safety, can produce
articulate and constructive feedback.

Anxiety facilitates new learning.

Getting the most out of the
t-group experience.
Learning from Learning from
observation. our reactions.

Observing how others By noticing how we feel

behave can provide us in response to different
with options we might events, we can
not have considered understand ourselves
before. Observing more fully.
ourselves can be equally
if not more useful.
Getting the most out of the
t-group experience.
Learning from Learning
conceptually
feedback
We can make more
How we respond
sense out of our
says something
experience by
about us as well as
integrating it with
about the other.
readings, lectures, and
class discussions.
Examples of
t-group
experience.
 Touchy Feely t-groups:
T group methodology used was a way of teaching in the Graduate course on
interpersonal dynamics called touchy feely at Stanford Graduate school of
Bussiness (GSB).

consists of 12 students with one or two facilitators,

Touchy Feely is comprised of three T-groups, for a total of 36 students and 6
facilitators, taught by a faculty member.

each T-group spends roughly 60 hours together throughout the course.

modified t-groups at Stanford in the context of Touchy Feely, because the

course readings provide students with a common set of conceptual
frameworks related to social psychology and group dynamics that form a
theme for each week, such as "feedback" or "influence."

at Stanford, the extensive amount of time that groups spend together insures
that the participants themselves ultimately choose the direction of the group
and the topics of discussion.
 t-groups in aerospace corporation:
Morton and Bass (1964) conducted study focused on a T-group-type program
for managers from dif ferent levels within the same department. Feedback
was speeded by requiring written descriptions from the trainees as to what
they were thinking and feeling.

Three months after the training, the 107 managers who attended the
laboratory were asked to report any critical job incidents which had occurred
since the training and which they considered a consequence of the laboratory.

Replies list- ing 359 incidents were received from 97 of the original trainees,
and almost all of the inci- dents were judged by the researchers to have a
favorable influence on job behavior.

Almost two thirds of the incidents dealt with personal improvement and
improved working relation- ships.
Why are t-group
expericnes valued?
The focus is on what is happening in real time among the
participants.

Everyone is a witness to what has occurred. This makes for a

very rich and complete data set to be “mined” for learning.

The learning is “self-referential” and individualized.

They are learning laboratories in which participants can

experiment. People walk around with certain assumptions – “mental
models” – about how the world works, what is and isn’t effective and
what we should and shouldn’t do.

They help us answer: Why should anyone follow me?

Behavioral
Modelling
Behavior Modeling is based
upon the social learning
theory postulated by Albert
Bandura. The employee’s
behavior is modeled by
showing him how a specific
task is done.
What is behavior
modelling?
helps in knowing the
right way to do tasks teaches interpersoanl
and mold attitudes nad skills, demonstarets
behaviours effectively desired behavior, and
provides opportuntiy for
helps in changing practice.
employees' behaviors
towards the organization's
objectives. Helps in ensuring
employee commitment
Helps in aligning e's and dedication.
personal goals with
organisational goals
Behavioral Modelling
Training
Behaviour modelling training (BMT) is a
popular training method focused on
changing job behaviour. BMT’s key
elements are:
1.Trainers describe specific actions
2.They show trainees how to use them
3.Trainers make time for practice
4.They support trainees with feedback
and encouragement

Types of Behavior
modelling
Demonstrate Assisting the current
Work Tasks employees:
The most basic This will help them to obtain
application of behavior an insight into the business
modeling in the working. This will give them
workplace is to sit the experience to look into
down with employees what problems one face in
and physically show the real conditions and how
them the proper ways they can be tackled.This will
to perform work tasks. largely help the employee in
one- to- one training.
Types of Behavior
modelling
Develop Your Attending board
Work Ethic meetings
Employees take cues The lower and middle-level
from a range of employees are invited to the
behaviors displayed by meeting of the board,
management, both stakeholder etc. This gives
consciously and them the insights about the
subconsciously. company’s internal working.
Managers' work ethic This will train them in a
can have far-reaching better way an help in
effects on the culture of molding their behavior.
their companies.
Types of Behavior
modelling
Refining High- performing
Communication Style employees as Leaders:
Communication styles of At times, the business
managers are often promotes the highly skilled
modeled by their and professional employees
subordinates, creating who are in the specific skills,
another opportunity to to become trainers and train
strategically influence the employees as to what
company culture. they have to do and how to
do
Types of Behavior
modelling
Being Honest with Refusing to Play
Others Office Politics

Managers' Workplace politics are highly

commitment to influenced by social learning
honesty in the theory, giving employees
workplace provides a cues as to what they need to
behavior model for all do to fit in the social
employees to see. hierarchy of the company.
Examples of
behavior
modeling
experience.
 Positive experience of behaviour
modelling

Employees model the behavior of their managers when

it comes to being early for work, leaving late, taking
reasonable breaks and seeing projects through to
completion.

When managers speak courteously and professionally

at all times, especially in conflict situations, employees
are more likely to model this behavior, treating
customers and each other with respect at all times.
 Negative experience of behavior
modelling

When employees model the behavior of their managers

when it comes to being late for work, leaving early , taking
prolong lunch breaks and not keeping up and seeing
projects through to completion.

When managers speak rudely and immaturely at all times,

especially in conflict situations, employees are more likely
to model this behavior, treating their fellow peers and
more importantly customers without much respect often
times.
 Positive experience of behaviour
modelling

​Suppose managers' and executives' actions are always in

line with their words by following ethical guidelines,
fulfilling promises made to employees, admitting their
mistakes, and coming to others for advice when they need
it. In that case, employees are more likely to do the same in
response.

Managers who display a firm commitment to equity and

refuse to play office politics can inspire other employees to
focus on professionalism and performance rather than
political maneuvering in the office.
 Negative experience of behavior
modelling
​Suppose managers' and executives' actions are not
always in line with their words by not following the
ethical guidelines, unable to fulfill promises made
to their employees, having lack of accountability in
not admitting their mistakes and only imposing
their opinions on the employees without any
consideration for others for advice when required.
In that case, employees are more likely to do the
same in response to their peers as well as the
costumers. Managers who display a lack of commitment to
equity and often indulge in playing office politics
can influence other employees to get distracted
and indulge in unnecessary petty office politics
that would reduce the effectiveness of the
organization’s services as well as decrease
effective job performance of the employees as
well organizations as a whole, in turn increasing
political maneuvering in the office.