Effects of Individual versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance

Brodbeck, Felix C.; Greitemeyer, Tobias

doi:10.1006/jesp.2000.1423

Cited by 53 publications

(43 citation statements)

References 47 publications

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“…When asking students to assess their own learning, participants reported expanded gains, including better communication skills and media usages (Rocha, 2000), application of acquired concepts in the real world (Beaumie, Williams, & Dattilo, 2002), increased confidence (Manoque, Brown, Nattress, & Fox, 1999), enjoyment (Dedeke, 1999), and improved moral reasoning (Smith, Strand, & Bunting, 2002). Studies focused on experiential learning have also reported an increase in self-regulation and peer self-esteem (Nichols & Steffy, 1999), Downloaded by [Heriot-Watt University] at 13:25 02 January 2015 an increase in group cohesion (Glass & Benshoff, 2002), and an increase in skills related to Kolb's experiential cycle (Brodbeck & Greitemeyer, 2000).…”

Section: Learning Effectiveness Of Inquiry-based Instructionmentioning

confidence: 91%

Scaffolded Inquiry-Based Instruction with Technology: A Signature Pedagogy for STEM Education

Crippen

Archambault

2012

Computers in the Schools

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Section: Learning Effectiveness Of Inquiry-based Instructionmentioning

confidence: 91%

Scaffolded Inquiry-Based Instruction with Technology: A Signature Pedagogy for STEM Education

Crippen

Archambault

2012

Computers in the Schools

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“…As already mentioned, this socially induced individual learning is known as G-I transfer. Examples of such learning processes are vicarious learning, or exchange of basic principles and strategies for effective task performance (e.g., Laughlin & Jaccard, 1975;Brodbeck & Greitemeyer, 2000a, 2000b.…”

mentioning

confidence: 99%

“…For example, participants who had worked on mathematical problems in a group later solved the same or other, logically related problems better than individuals working alone (e.g., Laughlin & Ellis, 1986;Stasson et al, 1991). Similarly, participants with prior group interaction exhibited better individual performance in rule induction tasks compared to participants without such group interaction (e.g., Brodbeck and Greitemeyer, 2000b). By using multiple training sessions, Laughlin et al (2008) addressed the necessary repetitions of group interaction in order to achieve G-I transfer, the major result of which was that one group interaction was sufficient for the occurrence of a stable G-I transfer.…”

mentioning

confidence: 99%

How Much Group is Necessary? Group-To-Individual Transfer in Estimation Tasks

Stern¹,

Schultze²,

Schulz‐Hardt³

2017

Collabra: Psychology

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Hardt G-I transfer denotes an increase in individual performance due to group interaction, for example, because of acquiring certain skills or knowledge from the other group members. Whereas such G-I transfer has been successfully shown for problem-solving tasks, evidence for G-I transfer on quantitative estimation tasks is scarce. We address this research gap with a focus on how often a group has to interact in order to fully exploit the benefit of this learning effect. Results from two experiments support the idea that a single group interaction is sufficient to induce a stable G-I transfer, which reduces group members' metric error. Smaller metric errors indicate that people improved their representation of the correct upper and lower boundaries, or what range of values is plausible. In contrast to nominal groups, both members of continuously interacting groups and members of groups with only one initial interaction exhibited stable G-I transfer, and the size of this transfer did not significantly differ between the latter two conditions. Furthermore, we found evidence for differential weighting of group members' individual contributions that goes beyond sheer individual capability gains under certain circumstances, namely in tasks with a population bias.

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“…De Dreu andWest (2001) argue that when the opportunity is given to voice different viewpoints (cf. Edmondson 1999), the presence of deviant opinions may increase creative thinking and force team members to be more alert and critical in their evaluation of problem solving strategies (Brodbeck and Greitemeyer 2000;Collins and Geutzkow 1964). According to Ely and Thomas, the 'insights, skills and experiences employees have developed as members of various cultural identity groups are potentially valuable resources that the work group can use to rethink its primary tasks and redefine its markets, products, strategies, and business practices in ways that will advance its mission' (Ely and Thomas 2001, p. 240).…”

mentioning

confidence: 99%

Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

2013

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Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Hofhuis, J.; van der Zee, K.I.; Otten, S. Published in:Quality and Quantity DOI:10.1007/s11135-013-9981-7Link to publication Citation for published version (APA):Hofhuis, J., van der Zee, K. I., & Otten, S. (2015). Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale. Quality and Quantity, 49(1), 177-201. DOI: 10.1007/s11135-013-9981-7 General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Download date: 11 May 2018Qual Quant (2015) Abstract This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees' perceptions, organizations may be able to communicate more effectively about diversity, and reduce potential diversity resistance by targeting those employees who feel most threatened by the process of diversification. First, a conceptual framework is established regarding possible positive and negative perceptions regarding cultural diversity in the workplace, based on both existing literature and qualitative data gathered in interviews. The final structure of the BTDS includes five subdimensions of benefits, and four subdimensions of threats. The internal structure, reliability and construct validity of the BTDS are established using quantitative data gathered in existing organizations. Our results also show that the respective dimensions of benefits and threats are mostly independent. This implies that individuals who perceive many benefits of diversity do not perceive less threats, or vice versa. This, in turn, suggests that individuals are not either pro or con diversity, as is often assumed in existing literature, but instead may possess a more nuanced view.

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Effects of Individual versus Mixed Individual and Group Experience in Rule Induction on Group Member Learning and Group Performance

Cited by 53 publications

References 47 publications

Scaffolded Inquiry-Based Instruction with Technology: A Signature Pedagogy for STEM Education

Scaffolded Inquiry-Based Instruction with Technology: A Signature Pedagogy for STEM Education

How Much Group is Necessary? Group-To-Individual Transfer in Estimation Tasks

Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

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