HIGHLIGHT:
Qualitative evidence of the effectiveness of corporate adventure training.

REFERENCE:
Klint, K.& Priest, S.(in press). A qualitative research study on transfer effectiveness in CAT programming. Journal of Adventure Education and Outdoor Leadership.

PURPOSE:
To explore the quality of the corporate adventure training experience.

DESIGN:
Qualitative research is a form of inquiry gaining popularity and acceptance in the social sciences. It deals with the quality of a phenomenon (feelings, emotions, values) rather than (numerical and statistical) quantities. Data are collected by a variety of methods, such as interview and observation, and predetermined hypotheses are usually not tested. Instead, researchers look for patterns in the data and report them in a thick and rich descriptive manner, leaving generalizations and applications to the reader. Researchers acknowledge that their predisposed biases can influence their interpretation of the patterns they note, therefore, they rely on a variety of sources and conduct trustworthiness procedures (similar to validity or reliability tests in a quantitative study) to determine the accuracy of their findings. To protect subjects involved with a qualitative study, identifying names are altered to maintain confidentiality, yet retain the spirit of the experience.

TREATMENT:
The single day CAT program consisted of typical group initiatives ranging from simple socialization games to complex problem solving tasks.

COMPANY:
Three years prior to participating in the CAT program studied here, a major Canadian manufacturer formed several business planning teams called B-PLANs. B-PLANs were charged with the task of involving company employees in the running of the company, shifting the responsibility of the day-to-day operations and decisions from a higher management level to those who were closer to the actual operation and performance of the jobs.

SUBJECTS:
A cross-section or horizontal slice of n=11 male employees on one B-PLAN.

INSTRUMENT:
Observation of subjects during CAT program, with follow-up interviews.

MEASUREMENT:
Interviews were conducted with purposefully selected subjects during the final debrief, 4 days later and 4 months after the program was completed.

ANALYSIS:
Triangulation (seeking multiple and comparative opinions about the same topic or issue) and member checking (asking subjects to confirm that what was written about them was indeed accurate) were used for trustworthiness.

FINDINGS:
Key comments from subjects are excerpted here:

FROM THE DEBRIEF -There are one or two people (in this group) that I have always trusted. Now I can say I trust everyone in this group. It's a good feeling. Now I can depend on them at work too. They showed me today that they could be trusted.

FOUR DAYS LATER -The first thing I said when we got back here (at work) was the adventure training really related to what we went through in the business plan. Like you'd get something and you'd say, 'this is impossible!' Then all of a sudden, you take it apart as a group and solve it. The adventure thing was really parallel to what we did in the business plan.

FOUR DAYS LATER Before (he) would call me on the phone and you know, he kind of held back. He's new with the company. Today he was different. Now I think he knows me a bit better. I could really pick up a difference in his voice. He was relaxed. He asked for something and I said hey, I'll get back to you right away, and I did!

FOUR MONTHS AFTER -In my job, I get to know most of the people. But even through this (CAT), there are more things that I have gotten out of it. The interaction I can relate more to where they (fellow team members) are coming from; how to talk to them about their jobs. More so than just saying hello.... There is a greater depth to (our interactions) now.

FOUR MONTHS AFTER -The most memorable feeling I carried away from CAT was the caring of other people's needs. Caring for other people's limitations. Several points come to mind. We started to appreciate the strengths and weakness of the people in the group. I think that one of the positive things about a program like this is there is more awareness of what other people are doing.... By these people appreciating what you are doing and you appreciating what they are doing, then you can sort of meet half way.... Now we can put ourselves in the other's shoes.

FOUR MONTHS AFTER (His) whole direction has changed. Of course, he has a new position now, but I don't t think that is it. I think he is really using the concepts of a team approach to problem solving. I believe he is using the input from others a great deal more.... (The key is) trying to use the resources of the people around you.

FOUR MONTHS AFTER -(CAT) has helped me so much by going through the process. It is very interesting to see it (group formation) happen before your eyes. When I was a part of it, I could sense that we were coming together, I am sure that someone standing there observing was probably noticing all the different things that were occurring. Knowing this process (group formation) before, I am better able to see things happen (now).

CONCLUSIONS:
Participants in the training program identified and demonstrated positive outcomes which appeared to develop from their team building experience. They started the day as a very dysfunctional group, unable to accomplish many simple tasks, and grew into a group who felt they could handle any problem thrown at them. They moved from a starting point of not being able to organize themselves into lineups, according to age (nonverbally) or height (while blindfolded), to a finishing point of being able to identify their own levels of realistic challenge and successfully move all members of the group over "the wall" with effectiveness, efficiency and concern for one another. By the end of the day they were truly working together with a feeling of pride. In conclusion, the original intent of the program (teamwork, trust, empowerment, communication) was effectively achieved for this group. The single day of training was perceived by the subjects to be a strong metaphor for their efforts in formulating a business plan for the company. As a result of their brief, but educational experience, the group realised better teamwork, improved interactions, increased trust, effective communication, and became willing to share in the roles and responsibilities of solving problems in small groups. Their company sent additional B-PLAN teams from its other mills.

CAUTION:
Consumers of this research are encouraged not to overgeneralize these results. Since design flaws are inherent to the process of studying this type of training and development, no study will be perfect. Therefore, readers must realize that one project alone does not entail widespread proof, it merely indicates that the outcomes expressed were observed under the conditions noted. Further work is always warranted, especially replication and extension to other circumstances. To this end, companies interested in utilizing these results may have an obligation to support research by funding such studies and by giving researchers limited access to their employees and programs.