The effect of a group problem solving exercise on employee perceptions of organizational climate

Abstract

This experimental study utilized a modified pretest/posttest control group design augmented through the collection of process data. Forty-six personnel assigned to the Directorate of Plans and Programs at Kelly Air Force Base, San Antonio, Texas, served as the population for this experiment. They were administered the Watson-Glazer Critical Thinking Appraisal (WGCTA) in January 1983 in order to identify high and low problem solvers. They were also administered the United States Air Force (USAF) Organizational Climate Survey (OCS) in January, March, and May 1983 in order to determine their perceptions of organizational climate. The population was randomly assigned to an experimental or control group. The experimental group participated in an intervention strategy, Phases of Integrated Problem Solving (PIPS), two hours a day for six days, while the control group did not participate in the intervention. This study was designed to answer two research questions: (a) Is there any significant difference in the overall perceptions of organizational climate between those people who participate in the group problem solving exercise and those people who do not participate in the exercise? (b) Is there any significant difference in the overall perceptions of organizational climate between high problem solvers and low problem solvers as assessed by the Watson-Glazer Critical Thinking Appraisal instrument? Findings indicate that there was no significant difference in overall perception of organizational climate between those who participated in the group problem solving exercise and those who did not. Secondly, there was no significant difference in overall perception of organizational climate between high and low problem solvers as assessed by on the WGCTA instrument. However, given the descriptive evidence from the participants in the PIPS intervention process, one can conclude that employees felt more committed to the organization. In addition, employees were also more committed to the resolution of any of the inherent organizational problems. A newfound awareness that "we can be part of the solution" was reported.Inferences for practice address the use of the Organizational Climate Survey together with Phases of Integrated Problem Solving by commanders, supervisors, trainers, and employees. Recommendations for future research are enumerated.