[Dissonance] Jones & Oswick (2007)

[dissonance at psychologie-sociale.org]

_Référence complète :_
Jones, P. J., & Odwick, C. (2007). Inputs and outcomes of Outdoor 
Management Development: Of design, dogma and dissonance. /British 
Journal of Management, 18/(4), 327-341.

_Résumé :_
Although it is now a multi-million pound international industry, there 
is continuing scepticism about the benefits of Outdoor Management 
Development (OMD). This study investigates the impact of participation 
in an archetypal example of OMD on a cohort of junior managers (n = 19). 
Participants reported changes in a variety of attitudes including, their 
opinions of themselves, team-working and the theoretical frameworks used 
to underpin the programme. Analysis of individuals' accounts found 
associations between participation in particular forms of outdoor 
training activities and changes in certain categories of attitude. 
Cognitive dissonance theory is used as a framework to explain these 
changes. More specifically, we contend that task selection and 
review-style choices made by providers and sponsors significantly 
influenced the reactions, sense-making processes and training outcomes 
reported by participants. This study challenges the design of 
contemporary OMD programmes that privileges a linear, incremental view 
of development where one starts with simple tasks of short duration and 
gradually progresses to longer and more complex activities.

_Mots-clés :
_Outdoor Management Development; design; experiential learning; team 
performance; management; organizational development; cognitive 
dissonance theory_
_
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