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Gass, Michael | 3 |
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Goldman, Kathy; Priest, Simon – Journal of Adventure Education and Outdoor Leadership, 1991
Twenty-seven corporate managers completed the Priest Attarian Risk Taking Inventory before and after a day of rappelling. Subjects also completed a business version of the inventory a few weeks before and a few weeks after the experience. Subjects appeared to transfer some of their new risk-taking behaviors to their jobs. (KS)
Descriptors: Adventure Education, Corporate Education, Individual Development, Management Development

Priest, Simon; Gass, Michael; Fitzpatrick, Karen – Journal of Experiential Education, 1999
All 120 managers and executives of a Canadian corporation participated in a 1-day experiential training in facilitation techniques, primarily debriefing strategies to help employees learn from workplace experiences. Five months later, a representative sample of participants identified successes, barriers, and potential improvements; most reported…
Descriptors: Corporate Education, Experiential Learning, Foreign Countries, Management Development

Priest, Simon; Lesperance, Mary Ann – Journal of Experiential Education, 1994
In two studies, the Team Development Indicator was repeatedly administered to intact work groups participating in intensive 48-hour residential corporate adventure training (CAT) and various follow-up procedures. CAT significantly improved team behaviors in all training groups, but improvements were maintained or increased only in groups that…
Descriptors: Adventure Education, Corporate Education, Group Dynamics, Management Teams

Priest, Simon; Gass, Michael – Journal of Experiential Education, 1997
Examination of problem-focused and solution-focused facilitation approaches used with functional and dysfunctional corporate groups found that both approaches were equally effective at increasing teamwork in functional corporate groups; that problem-focused facilitation was less effective with dysfunctional corporate groups; and that…
Descriptors: Adventure Education, Change Strategies, Corporate Education, Experiential Learning

Priest, Simon – Journal of Experiential Education, 1995
A study comparing the influence of the belayor on the development of trust between rock-climbing partners in a corporate adventure training program found that permitting clients to belay each other greatly enhanced the development of trust, as opposed to employing specialized technicians or facilitators for belaying. (LP)
Descriptors: Adventure Education, Corporate Education, Experiential Learning, Group Dynamics

Priest, Simon – Journal of Experiential Education, 1998
To determine the role that physical aspects of corporate adventure training played in the acquisition of trust, 75 employees from a New Zealand computer company were assigned to one of two groups with varying levels of physical activity or to a control group. Trust was enhanced in the two experimental groups but more so in the more active group.…
Descriptors: Adventure Education, Comparative Analysis, Corporate Education, Foreign Countries

Priest, Simon; And Others – Journal of Experiential Education, 1993
Calls for further research evaluating corporate adventure training (CAT) programs. Reviews activities and benefits associated with CAT, summarizes studies conducted on the efficacy of CAT programs, describes appropriate research designs for investigating how and why CAT programs work, and addresses barriers to producing meaningful research. (LP)
Descriptors: Adventure Education, Corporate Education, Experiential Learning, Management Development

Priest, Simon – Journal of Experiential Education, 1998
This study determined whether program setting (camp versus hotel) and program duration (five one-day sessions or a single five-day session) had any impact on development of teamwork in a corporate adventure training program. Results showed program setting had no effect, but short programs appeared to provide slower but greater overall gains in…
Descriptors: Adventure Education, Context Effect, Corporate Education, Experiential Learning
Priest, Simon; Gass, Michael; Gillis, Lee – 2000
Most organizations find it difficult to implement change, and only about 10 percent of learning from training and development experiences is actually applied in the workplace. This book advocates facilitation as a means of enhancing change and increasing productivity. Facilitation engages employees by enhancing the processes associated with their…
Descriptors: Corporate Education, Experiential Learning, Feedback, Group Dynamics

Priest, Simon – Journal of Experiential Education, 1996
Among the 156 employees of a Canadian corporation, group initiatives and ropes courses were equally effective at improving overall trust toward their organization. However, the ropes course diminished acceptance of others' ideas, while group initiatives built acceptance. The ropes course enhanced encouragement of others' efforts, while group…
Descriptors: Adventure Education, Attitude Measures, Corporate Education, Credibility

Priest, Simon – Journal of Experiential Education, 1996
For 72 new workers in a British automotive corporation, self-confidence was enhanced by participation in a ropes course. While general debriefing (addressing a wide variety of human behaviors) and specific debriefing (centered solely on self-confidence) contributed to these improvements, the benefits that accrued from specific debriefing were…
Descriptors: Adventure Education, Attitude Change, Corporate Education, Employee Attitudes
Priest, Simon – 1996
Experience-based training and development (EBTD), also known as Outdoor Management Development (OMD) in Great Britain and corporate adventure training (CAT) in Canada and Australia, is a field that uses adventure activities to bring beneficial change to organizations, primarily corporations. Activities used in EBTD and CAT programs include…
Descriptors: Adventure Education, Corporate Education, Educational Research, Experiential Learning