Four different sessions of an educational program for business executives were studied to compare the differential effects of laboratory human relations (T-group) training versus a lecture-discussion approach to interpersonal relations in organizations. Both types of programs produced equal change in participants' stated beliefs about effective interpersonal behavior. Laboratory training showed greater effects on participants' perceptions of themselves and on their behavior as analyzed from tape recordings of case-discussion meetings. There was, however, evidence that the participants had difficulty transferring learning from the T-group to other parts of the program, and that there was considerable "fade-out" of the effects of the training. (The document includes footnotes, 13 references, and 16 tables and figures.) (author/ly)