MGT 746
Practicum offered Spring Semester 1997
Wednesday Evenings and either Monday Evenings or Tuesday Evenings

Course catalogue description: "This course builds on the knowledge and skills acquired in MGT 711, Dynamics of Group Decision Making. Students will be exposed to models of process consultation, and will learn how to intervene in communication, decision making, leadership and group development processes. The course includes an extended workshop, usually conducted on a weekend. Students will be required to apply theories and skills in a field project. Prerequisites: MGT 711 and permission of instructor."


This course consists of two major segments. The first segment of the course is spent individually completing background readings. The readings cover three general areas: The history of the study of groups, current important theories about what makes groups tick, and practical process consultation techniques applicable to groups and work teams in a variety of settings. The second part of the course is a practicum in process consultation conducted as part of the Learning Laboratory. As members of the staff of the Learning Laboratory, you will be collectively responsible, with me, for planning and co-consulting to Study Groups in the MGT-315 and MGT-711 classes during the Spring '97 semester. As the Learning Laboratory staff we will meet weekly for supervision and will ourselves function as a Study Group.

All students successfully completing this course should be able to:

Upon completing this course successfully, the student should be able to effectively:


Your performance will be evaluated as follows:
Personal Learning Journal, 50%
Co-Evaluation of Consultation Skills 50%
TOTAL 100%

Personal Learning Journal: The Personal Learning Journal is a week-by-week log of your reactions to and critical analyses of the assigned readings, events and activities during our MGT-746 supervisory sessions, and events and activities in the Study Groups to which you are consulting. The journal may be free-form, with few specifications. Type-written logs are helpful to me, but you may submit them in legible handwriting if that is more your style. Please write on one side of the page only, and leave at least 1" margins all around for me to make comments on.

Co-Evaluation of Consulting Skills: Much of the learning in this course, both as knowledge and process, will depend upon the quality and quantity of your interaction with other staff consultants and members of your Study Group. Thus, I believe that this needs to be given significant impact in the final evaluation.


You are responsible for the content of all the readings assigned for the course (MGT-315 or MGT-711) to which you are consulting. Visit the appropriate web page to view/download a course syllabus.

Key to symbols:
A = Article included in a packet to be handed out at one of our first meetings.
B = Book. You will have to find a copy somewhere.
R = Required reading. If it is an article, it is included in the packet. If it is a book, it is available or can be ordered through bookstores.
N = Not required, but recommended.
O = Out of Print Book, available only through a used book store.

NOB = Cohen, Arthur M. and Smith, R. Douglas. 1976. The Critical Incident in Growth Groups: Theory and Technique. La Jolla, CA: University Associates, Inc. (In the Packet. A selection from this very helpful, but out-of-print, book for first-time facilitators (Ch. 3, pp. 87-113). Read it after you have read some of the more theoretical stuff. This selection describes the "Critical Incident" model, while the companion manual cited below is handy reference for a quick solution to a specific problem.)

NOB = Cohen, Arthur M. and Smith, R. Douglas. 1976. The Critical Incident in Growth Groups: A Manual for Group Leaders. La Jolla, CA: University Associates, Inc. (I have two copies of this out-of-print book that you will find very handy and clearly organized. It will give you a quick response for that time in the group when a member says to you, the facilitator, "After our last group meeting I went home and dreamed you and I were in bed together...")

NB = Goleman, Daniel. 1995. Emotional Intelligence: Why It Can Matter More Than IQ New York: Bantam Books.

RB = Corey, Marianne S. and Corey, Gerald. 1997. Groups: Process and Practice, 5th Ed. Pacific Grove, CA: Brooks/Cole Publishing Company. (The best general text on non-therapy "strangers" group facilitation now in print. It covers everything. This is one of our main texts. It is a lot of material. Don't save it for last.)

NB = deBoard, Robert. 1978. The Psychoanalysis of Organizations: a psychoanalytic approach to behaviour in groups and organizations. London: Tavistock Publications. (Read all of this concise little book which gives an excellent over-view of important thinkers on groups, especially Bion, Lewin and Trist. Published by what is equivalent to Mecca for many T-group facilitators, the Tavistock Institute in London, England. You will hear more about them when you read Margaret Rioch.)

NB = Freud, Sigmund. Totem and Taboo. (Where Slater got the kernel of his brilliant ideas. Like Group Psychology, buy it in a cheap paper-back edition and keep it on your shelf for bragging rights. You'll even learn a lot from it.)

NB = Pfeiffer, J. William; Jones, John E. and Goodstein, Leonard D., Editors. 1971-1995. The Annual Series in Human Resource Development. San Diego, CA: University Associates. (You probably can't personally afford to buy these 24(!) yearly updated Annuals but you need to know that they exist and how to use them. After reading Cohen & Smith I know you will be wanting to use some structured exercises in your Study Groups and this series is where you will find them. Literally hundreds are in here, indexed neatly according to themes. These books also contain collections of instruments like the FIRO-B, lecturettes, professional development papers, and other nifty resources for trainers, small group consultants, and OD consultants. Also look for the Handbook of Structured Experiences for Human Relations Training, Volumes I through X. Put out by the same people in the early 1970's, these have just structured experiences, and are just as indispensable for any small group consultant or trainer.)

RB = Reichard, Birge D.; Siewers, Christiane M. And Rodenhauser, Paul. 1992. The Small Group Trainer's Survival Guide. Newbury Park, CA. Sage Publications. This thin but thorough book gives you a solid grounding in the recognition, management and prevention of distress reactions that may occur during Laboratory Training.

RB = Schwarz, Roger M. 1995. The Skilled Facilitator: Practical Wisdom for Developing Effective Groups. San Francisco: Jossey-Bass.

ROB = Slater, Philip E. 1966. Microcosm: structural, psychological and religious evolution in groups. New York: John Wiley & Sons, Inc. (This is a very strongly recommended -- especially Chapters 1, 2, 3, 4 and Appendix I. This book is out of print and not readily available. It conveys a richly described, powerful set of concepts about small groups and the human condition that is unlike any other book you will read on the subject. His ideas are always in my mind when I am leading a group. If you read this book you will never forget it, and will use his ideas to help you understand other parts of your life as well.

RB = Yalom, Irvin D. 1985. The Theory and Practice of Group Psychotherapy, 3rd Ed. New York: Basic Books Inc. (This is another of our main texts. You could begin by reading the later chapters that distinguish therapy groups from other types of groups and give some of the history. It is the most comprehensive and useful book available on the subject. And although we are certainly not practicing psychotherapy, there is much over-lap in theory, technique, problems and goals, as you will come to understand and appreciate. This is a book you will keep on your shelf and refer to frequently in the years to come.

NB = Zander, Alvin. 1994. Making Groups Effective, 2nd Ed. San Francisco: Jossey-Bass, Inc. I am assigning this book in MGT-711 instead of Sennet this semester. A no-nonsense book full of practical diagnostic tools and suggestions for overcoming common problems we face when we try to work together in group settings. Yet, unlike many other "how-to" books, it is grounded solidly in years of research in the field. Written by one of the premier practitioners in the field.


NB = Schein, Edgar H. 1988. Process Consultation, Volume I: Its Role in Organization Development, 2nd Ed. Reading, MA: Addison-Wesley Publishing Co. (How can a situation be influenced in the workplace without the direct use of power or formal authority? This book presents the core theoretical foundations and basic prescriptions for effective process consultation. This, along with its companion vol. II, is the standard reference on Process Consultation from an OD perspective.)

NB = Schein, Edgar H. 1987. Process Consultation, Volume II: Lessons for Managers and consultants. Reading, MA: Addison-Wesley Publishing Co. (This book shows the viability of the process consultation model for working with human systems. Like Schein's first volume on process consultation, which we will not read (note: don't get confused -- buy this one -- not the 2nd edition, 1988, of volume I!), this second volume focuses on the moment-to-moment behavior of the manager or consultant. Read the whole thing, but you will probably find Chapters 2, 3, 4, & 5 most useful. This is the book that tells you what Process Consultation actually is & distinguishes it from other types of consulting(Ch. 2). His ORJI model in chapter 4 is also useful in some settings.)

NB = Weisbord, Marvin. 1987. Productive Workplaces: Organizing and managing for dignity, meaning and community. San Francisco: Jossey-Bass. (Great book that should be on the desk of every organizational consultant, whether internal or external. It begins with an excellent, chronologically-ordered discussion of the development of OD as a field, with particular emphasis on the value-driven orientations like Process Consultation and Socio-Technical Systems. Even has real photos of all those whose names we bandy about so freely, like McGregor and Maslow, etc. Finishes off with illustrations of current OD techniques and looks to the future. Not stuffy, but a briskly readable book that really tells you how to do what the title says. And guess what! It all involves using those Process Consultation skills you now have!)