Its name comes from the English training, which means training. It was one of the first interventions used in pioneering organizations like General Motors, Xerox, American Airlines.
In modern Organizational Development, consultants carefully apply this type of intervention but have decreased the frequency of its application. It is a useful tool to detect why an individual's behavior affects other members of the organization, either positively or negatively.
This intervention, also known as laboratory training, meeting groups, etc., is a method of changing behavior through unstructured group interactions. Thus, members meet in a free and open environment, where they analyze their personality and interactive processes, directed without too much control, by a specialist in behavioral science.
The group should be process oriented, which means that members learn by observing and participating, rather than simply taking orders or instructions. For this to be possible, the professional must create the conditions for them to freely express their ideas, beliefs and attitudes, and not accept the role of leader, which, on the contrary, they must openly reject.
The objectives of the “T” groups are to provide employees with a greater awareness of their behavior and the way that others perceive them, greater sensitivity to the behavior of others and a better knowledge of group processes.
The specific results that are achieved include a greater capacity for empathy, the improvement of listening techniques, greater openness and tolerance of individual differences, and the behavior of conflict resolution skills.
If people do not know how they are perceived by others, an efficient "T" group can generate a more realistic perception of themselves, greater group cohesion and reduced interpersonal conflicts, which affect the balance of the organizational system. Furthermore, it can lead to a more satisfactory integration between the individual and the organization. On the other hand, it is recommended that these groups do not include more than 15 people.
"T" groups have been criticized harshly by those who argue that they can cause irreversible damage to personal self-esteem, as not all people are prepared to accept criticism from other members of the group.
"T" can give positive results when used properly. Therefore, to achieve the success of these groups, three important requirements must be met, namely:
They must be structured in such a way that learning can be transferred to the organization and be attentive to the results that it obtains.
Group "T" must monitor the development of the Organizational Development program.
The “T” group is most effective in organizations where information is shared, change-oriented and conflict-oriented.
When these conditions are met, "T" groups can improve both individual and group performance.
Differences between Groups "T" (T) and Team Building (FE)
T Address issues directly related to the person.
FE Only address aspects related to labor matters.
T The group learns from the experience of the group itself.
FAITH The group learns how to face problems and achieve goals.
T Greater inter and intrapersonal knowledge is achieved.
FE Greater knowledge of the working group and the organization is achieved.
T They are volunteers.
FE They are integrated as an activity included in the job role.
T They are temporary.
FE They can be long lasting.
T Unstructured sessions.
FE They can be structured (the most common).
T Intrinsic rewards.
FE Extrinsic rewards.
