Sensitivity training

In social psychology, sensitivity training helps individuals become more aware of their feelings and the feelings of others through group discussion and interaction. The technique aims to improve interpersonal relations by examining the behavior and responses of group members. With applications in business, the practice is used in human relations training programs and is frequently offered by organizations.

Sensitivity training promotes increased openness and concern for others by fostering listening and communication skills. The technique enhances the understanding of group dynamics, such as how groups are formed, how members interact, and how they contribute to the group's well-being. Sensitivity training also encourages tolerance of cultural differences, including sensitivity to ethnicity, race, and gender. The purpose of sensitivity training is to further personal growth, build trust within a group or organization, and minimize discrimination in the workplace.

Background

Sensitivity training is based on empathy, the ability to perceive a situation through another person's experience and emotions. It derives its methods from group psychotherapy, which uses group discussion and other group activities to create a safe atmosphere conducive to self-understanding.

Sensitivity training is known by a variety of names, including T-group (or training group), encounter group, action-centered groups, human relations, and group-dynamics training.

The method was developed by Kurt Lewin, the founder of modern social psychology. The practice is rooted in Lewin's concept of group dynamics, which looks at how group members act and react to alterations in their environment.

Lewin led the first sensitivity training session in 1946 at a summer workshop with educators, public officials, and social scientists at the State Teachers College in New Britain, Connecticut. The technique was advanced by the National Training Laboratories, cofounded by Lewin and now known as the NTL Institute, during the 1940s and 1950s. The technique gained momentum in the 1960s and 1970s.

A sensitivity training program relies on participation and interaction. The groups are usually small, consisting of trainees and a trainer. The situation is unstructured, and the trainees set the agenda. Group members raise issues and offer feedback. The trainer listens and observes, facilitating the conversation but not steering it. The trainer encourages trainees to share their feelings and express their perceptions of one another. The group members learn about themselves by analyzing their own emotions and the impact of their behavior.

As the trainees work on their communication skills, they start to trust and respect one another. This newly formed camaraderie is expected to carry over to the members' interactions outside of the training sessions. Trainees will experience individual growth by understanding how their actions affect others.

Workplaces have become more ethnically and racially diverse, and sensitivity training has evolved to include diversity programs. The training, sometimes mandatory, attempts to raise multicultural awareness and prevent discriminatory behavior in a corporate setting. The program can include watching videos or attending sessions.

Impact

Sensitivity training has been shown to increase empathy among group participants. The trainees demonstrate enhanced listening skills to improve their dealings with others. They are also better at resolving conflicts. Members realize the benefits of working toward the common goal of helping their group or organization. They exhibit more open-mindedness and tolerance, letting go of old prejudices. Individuals also develop a deeper awareness of self and reliance on introspection.

These positive changes, however, are not necessarily permanent. After the training, group members may fall back on old habits. Trainees make themselves vulnerable by baring their emotions to the group. Those unprepared to deal with the strain may suffer anxiety or even breakdowns.

With the emphasis on feelings, group members may back down from making hard decisions, knowing how they will affect others. In some groups, the trainees may not develop empathy in just a few sessions. Personality conflicts may persist among members.

The unstructured setting of the sessions may also work against them. In assuming a more passive role, the trainer does not give constructive advice that could help the group. This could confuse members who were expecting a more direct approach.

Without an established agenda, group members may be unclear on what kinds of goals to set. Conflicts may arise as trainees disagree on the goals and other decisions as they try to establish a group identity. Power struggles may emerge, and trainees may point fingers or designate others as scapegoats.

Sensitivity training appears to be more effective if group members have more of one key element: time. Programs usually last a few days, but some can last up to a few weeks. The training, depending on what the group or organization offers, is available in part-time and full-time sessions. The positive changes seem to last longer if sessions are scheduled over several days of uninterrupted meetings.

In the business sector, organizations have tailored sensitivity training to fit their goals. In addition to encouraging more interpersonal relations, the training helps employees work together more effectively by being sensitive to one another's feelings. This, in turn, benefits production, efficiency, and the organization's bottom line. This aspect of sensitivity training ties into organizational development, the study of how people in organizations educate themselves to accomplish successful change and performance.

With the inclusion of diversity programs, sensitivity training encourages people of different ethnic and racial backgrounds to coexist in the workplace. The training aims to reduce bias and minimize discrimination that can result in lawsuits against a company. However, mandatory diversity training can backfire. When people are forced to participate in sensitivity training, it can increase prejudice and ill will. Offering diversity programs on a voluntary basis could lessen the negative feelings associated with the required training.

Bibliography

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McGregor, Jena. "To Improve Diversity, Don't Make People Go to Diversity Training. Really." Washington Post, www.washingtonpost.com/news/on-leadership/wp/2016/07/01/to-improve-diversity-dont-make-people-go-to-diversity-training-really-2/. Accessed 20 Nov. 2016.

"Organizational Development Theory." Health Behavior and Health Education, www.med.upenn.edu/hbhe4/part4-ch15-organizational-development-theory.shtml. Accessed 20 Nov. 2016.

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Rao, P.L. Enriching Human Capital through Training and Development. Excel Books, 2008.

"Sensitivity Training." Reference for Business, www.referenceforbusiness.com/management/Sc-Str/Sensitivity-Training.html. Accessed 20 Nov. 2016.