Team Development. A True Field Experiment at Three Levels of Rigor

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Eighteen logistics units in the Israel Defense Forces were randomly assigned to experimental and control conditions. The command teams of the nine experimental units underwent a 3-day team development (TD) workshop. A random sample of about 30 subordinates in each unit completed questionnaires describing their unit before and after TD. Although subjective after-only reports of the command personnel who had participated in the workshops were very positive, more rigorous before-after comparisons among both command personnel and subordinates demonstrated that TD failed to improve organizational functioning. The implications of the different results obtained in organization-development research with more and less rigorous designs are discussed.

Original languageEnglish
Pages (from-to)94-100
Number of pages7
JournalJournal of Applied Psychology
Issue number1
StatePublished - Feb 1985


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