The purpose of this study was to determine the effects of a feedback cycle on problemsolving groups. A formal method, Systematic Multiple Level Observation of Groups (SYMLOG), was employed for the analysis of behavior in such groups. The system, which codes on multiple levels of communication, served both as a theoretical and an explanatory approach. Problemsolving groups which included a feedback session on group process were compared with problemsolving groups which were not given feedback. The study used primary data from SYMLOG field diagrams to determine whether group movement, leader movement, self-perceptions, and group satisfaction would be affected by feedback intervention. Quantitative techniques were employed to answer the research questions. Case study techniques involving SYMLOG field diagrams were used to discuss the results in a descriptive manner. The groups were analyzed on multiple levels of space using the bipolar three-dimensional model of SYMLOG: task-orientation vs. emotionally expressive, dominant vs. passive, and positive vs. negative. Findings indicated that the feedback cycle played a central role in both group satisfaction and leadership behavior but had little effect upon group movement over time and did not appear to change self-perceptions in any substantial manner.

No description available.

Thesis (M. Sc.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 116-119).

Thesis. 1975. Ph.D.--Massachusetts Institute of Technology. Dept. of Economics. / Vita. / Includes bibliographies. / by James D. Hess. / Ph.D.

Software reviews (inspections) have received widespread attention for ensuring the quality of software, by finding and repairing defects in software products. A typical review process consists of two stages critical for defect detection: individual review followed by group review. This thesis addresses two attributes to improve our understanding of the task model: (1) the need for review meetings, and (2) the use of roles in meetings. The controversy of review meeting effectiveness has been consistently raised in the literature. Proponents maintain that the review meeting is the crux of the review process, resulting in group synergism and qualitative benefits (e.g. user satisfaction). Opponents argue that against meetings because the costs of organising and conducting them are high, and there is no net meeting gain. The persistence of these diverse views is the main motivation behind this thesis. Although commonly prescribed in meetings, roles have not yet been empirically validated. Three procedural roles (moderator, reader, recorder) were considered. A conceptual framework on software reviews was developed, from which main research questions were identified. Two experiments were conducted. Review performance was operationalised in terms of true defects and false positives. The review product was COBOL code. The results indicated that in terms of true defects, group reviews outperformed the average individual but not nominal group reviews (aggregate of individual reviews). However, groups have the ability to filter false positives from the individuals' findings. Roles provided limited benefits in improving group reviews. Their main function is to reduce process loss, by encouraging systematic consideration of the individuals' findings. When two or more reviewers find a defect during individual reviews, it is likely to be carried through to the meeting (plurality effect). Groups employing roles reported more 'new' false positives (not identified from preparation) than groups without roles. Overall, subjects' ability at the defect detection was low. This thesis suggests that reading technologies may be helpful for improving reviewer performance. The inclusion of an author role may also reduce the level of false positive detection. The results have implications on the design and support of the software review process.

Thesis (M. Phil.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 84-90).

Thesis (Ph.D.) -- University of Texas at Arlington, 2009.

This study examined Filipino mothers' problem solving on issues related to child feeding, using a dyadic, peer-help approach. The participants were mothers of children under 6 years of age from the town of Camaligan, in the southern Philippines, where malnutrition among children is prevalent. Two studies were conducted: one using a controlled experimental session and the second using a multi-session nutrition education format. In the first study, mothers were paired with a mutual or unilateral friend to discuss a feeding problem to which they initially gave similar solutions and one to which they gave different solutions. Their post-discussion solutions were better in quality and number than the pre-discussion solutions; also mothers paired with a mutual friend gave more and better finaL solutions to the initially-agreed problem than other mothers. Mothers' final solutions were more likely to come from their own than their partner's discussed solutions, suggesting that the partner's role was to facilitate the mother's own problem-solving process. In the second study, mothers paired with a mutual or unilateral friend were compared with an unpaired control group, after pacing themselves through four problem-based nutrition education sessions. For all three groups, mothers' nutrition knowledge and target child's weight-for-age and height-for-age improved from before to after the sessions. In conclusion, mothers show improvements in the number and quality of solutions they generate and the nutrition knowledge they acquire as a result of a problem-solving approach to nutrition education.

This experiment was designed to give further understanding of the underlying factors which influence group idea generation. The first objective of this study was to compare the impact of using computer technology and traditional technologies for creating ideas. The effectiveness of three idea generating techniques, original brainstorming, nominal group technique, and electronic brainstorming were considered. It was, however, hypothesized that electronic brainstorming would outperform the nominal group technique and original brainstorming regardless of the length of time provided.The second objective of this study was to probe how subjects in different idea generating conditions discerned their performance during and after sessions. It was expected that subjects in the original brainstorming groups would perceive that they produce more ideas and they would be more satisfied with results and the process.An ANOVA with a 3x2 factorial design was planned for the study. The independent variables for the study were types of group and types of session. Yet, on account of small sampling size an inferential analysis was precluded. A descriptive analysis was followed.The analysis of five dependent variables, quality, originality, practicality, numbers of nonoverlapping ideas, and perceptions showed that there were no significant differences among three idea generation techniques regarding the length of time provided. However, a quantity variable showed that numbers of nonoverlapping ideas were increased as the length of time were prolonged in six idea generating conditions. / Department of Counseling Psychology and Guidance Services

Two experiments were designed to compare methods of generation used in solving social problems. First, the experimenters explored the effectiveness of a new approach based on hierarchical organization. One hour of training was sufficient for subjects to learn the technique.Subjects reported that they found the hierarchical technique to be very valuable and easy to use.The purpose of the second experiment was to compare three methods of generation, two active methods and an inactive approach. Clearly, active participants generated more solutions to a social problem than subjects in the inactive condition. This result points to the importance of direct problem solving training.The performance of participants in the active hierarchical and brainstorming conditions was compared. Although the two approaches were equally effective in facilitating the production of numerous, quality solutions, the experimenters found the hierarchical technique to be a superior method of generation for practical problems. / Department of Psychological Science