Summarizes theories of group development encompassing the stages of orientation, conflict, integration, achievement, and breakup. Relates group development stages to leadership styles and the leader's relative concern for dimensions of task and relationship. Applies the five-stage model of group development to the progress of groups involved in…

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…

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…

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)

A survey completed by 189 persons attending the 1983 National Association for Experiential Education Conference resulted in a rank ordered list of 39 competency areas, considered essential to the effective outdoor leader. Respondents placed greatest importance on items related to safety, group counseling, and interaction. (JHZ)

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…

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…

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…

Organized as a text for undergraduate and graduate students, this book presents the principles and practices of outdoor leadership in a variety of adventure applications: recreational, educational, developmental, and therapeutic. The introduction addresses the need for effective outdoor leadership and examines current research. Part I,…

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…