Effects of time limits and task types on task performance and interaction of four-person groups.

Abstract

This study examined the effects of time limits and task types on the quality and quantity of group performance and patterns of group interaction. The results were interpreted in terms of social entrainment, a concept that refers to the altering of social “rhythms” or patterns by external conditions (such as time limits), and to the persistence of such new rhythms over time. Groups performed two tasks of a single task type for two trials of different durations (10 min followed by 20 min, or 20 min followed by 10 min). Tasks of three types were used, each requiring an essay-type solution. Task products were assessed on the basis of both quantity and quality dimensions. Measures of group interaction patterns were also taken, by categorizing a systematic time sample of the comments of group members. The results indicated that groups with a 20-min first trial produced products that were higher in both quality and quantity (but not rate), and engaged in proportionally more interpersonal activity during interaction, than did groups that had a 10-min first trial. Further, those same groups persisted in the same patterns of interaction (and, to a much lesser extent, patterns of task performance) on the second trial, despite changes in the time limit on that latter trial.

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

“…We found three empirical studies that demonstrated a negative effect of time pressure on creativity. Kelly and McGrath (1985) conducted an experimental study and found that groups facing time pressure generated less creative ideas than groups with more time to perform their work. Andrews and Smith (1996) also found that the more time pressure marketing professionals perceived, the less creative they were when developing creative ideas.…”

“…Nevertheless, the results of previous studies were inconclusive and inconsistent (Amabile et al 2002;Baer & Oldham 2006). Some demonstrated a negative effect of time pressure on creativity (Kelly & McGrath 1985), others found no effect (Amabile & Gryskiewicz 1989), and some even found a positive effect (e.g. Andrews & Farris 1972;Ohly & Fritz 2010).…”

Methodological Issues in Measuring Creativity: A Systematic Literature Review

“…Dansky & Silverman, 1973;Dentler & Mackler, 1964;Drwal, 1973;Sandlund, Linnarud, & Norlander, 2001;Ward, Kogan, & Pankove, 1972), untimed (e.g. Cropley, 1972;Johns & Morse, 1997;Kelly & McGrath, 1985;Torrance, 1969) or both conditions (e.g. Adams, 1968;Vernon, 1971), while other studies reported contrary results (e.g.…”

Análisis del aprendizaje organizativo en el marco de la modernización de la gestión pública. El caso de la Administración Tributaria española

“…La falta de un mínimo nivel de análisis en el que apoyar la solución adaptada puede provocar un cierta desconfianza en la solución adoptada e impedir su posterior aplicación para la resolución de otros problemas similares. Si bien es cierto que un determinado nivel de presión de tiempo puede acelerar el ritmo de resolución, ciertas investigaciones sugieren que esto es un factor motivador sólo hasta un determinado punto (KELLY y MCGRATH, 1985).…”