Interpersonal & Group

Behaviour
Swati Vispute
 Interpersonal Behaviour
 Interpersonal situations, relationships and
processes are those that occur one to one
between two persons, not necessarily face to
face.
 Behaviour and Skills Approach to
Interpersonal Relationships
 Behavioural approach suggest importance of
observing, understanding, learning and
improving behaviour
 Managers can well manage skills of
persuasion, negotiation, influence and
impression, exchange of support, contribution,
etc.
Behaviour and Skills Approach to
Interpersonal Relationships
Competence
Succeeding at goal, choosing
what we effectively judge as
appropriate acts

Skill
Acting towards Goal (Goal
directed behaviour at will)

Ability
Capacity for Action (Potential to
act)
 Basic skills
 Listening, Questioning and Presenting
Listening = accurately interpreting what is being said
and making meaning out of the other’s message,
including non-verbal content
Questioning = asking for information in addition to
what others are sharing without seeming to
investigate, interrogate the other person, or
intruding upon or invading their private boundaries
Presenting = sharing information
 Basic skills
 Facilitating and Supporting Others
Like helping a person improve his/her performance,
help in identifying an opportunity, recognize
strengths and develop strategies
 Basic skills
 Asserting Self
Acting or communicating in ways that are realistic,
polite, aimed at maintaining respect for self as well
as others and not being either aggressive or
submissive.
 Basic skills
 Negotiating
Helps interdependent parties agree on who will do
what, so that their potentially conflicting
objectives can be fully or partially be achieved
through exchange.
 Basic skills
 Working with Groups
Contribute positively to the group processes, and act
in ways that can make the group more effective.
Frameworks for Interpersonal Styles
 FIRO-B (Fundamental Interpersonal
Relationship Orientation – Behaviour)
 An instrument helps to understand a person’s
interpersonal orientation towards several aspects.
 FIRO-B
 Two basic positions:
1. Every individual has three fundamental
needs: inclusion, control, and affection
2. Inclusion, affection and control can help us
predict and explain interpersonal phenomena
 Some needs are experienced but not
expressed and vice versa.
 Each of the three needs shape behaviour,
feelings and a person’s self concept.
Wanting and Behaviour Feeling Self-concept
expressing in terms
of
Level

Inclusion – include Interaction and Mutual interest Self is significant

others, be included association with people and worthwhile
by others

Control – control Control and Competence and Assurance that

others, be controlled power responsibleness one is a competent
by others and responsible
person
Affection – love Love and A feeling of Need to feel that
others and be loved affection mutual affection self is lovable
by others with others
 FIRO-B
 In each of the three areas, the interpersonal
behaviour of an individual towards others can
be:
 Deficient – where the person is not trying directly
to satisfy the existing needs,
 Excessive – where the person constantly tries to
satisfy this need and
 Ideal – where the needs exists and is satisfied.
 FIRO-B
 This framework highlights that the satisfaction
of these needs require that a person achieves
equilibrium in three different areas between
self and others, at the levels of experience and
expression.
 A satisfactory balance between both must be
established and maintained for which we need
congruence between what we feel and what we
express.
Frameworks for Interpersonal Styles
• Transactional Styles in Interpersonal
Relationships : TA
• It is the framework for a specific theory of
Personality and Group Dynamics.
• It is an analysis of Transactions that go on between
human beings and who are interacting with each
other….(that) explains why people differ from
each other and behave the way they do with each
other.
 Transactional Analysis
 Basic assumptions:
All individuals experience hunger and need for
1. Strokes (craving for stimulus) – units of
recognition
2. Structure (craving for structure) – can be
achieved through various ways like rituals,
games, activities etc.
3. Meaning (existential hunger) in life.
 Transactional Analysis
 Strokes- help use feel loved. In the form of care,
nurturing, approval, smile
 Transactions – it can be understood as a set of a
stimulus and a response when people engage
themselves in communication or social exchange. It
can be a ‘unit of measuring behaviour’.
 Ego states – a coherent system of feelings which
motivates a related set of behaviour patterns. Parent,
Adult and Child. It governs the attitude and behaviour
 Transactional Analysis
 Complementary Transactions,
 Crossed Transactions, and
 Covert Transactions
Transactional Analysis
 TA
Complementary Transactions
 TA
Crossed Transaction
 TA
 Covert Transaction
 While verbal message, which is socially
appropriate and acceptable, is addressed to on ego
state of a person, the message has another hidden
or implied content that is aimed at another ego
state of that person.
 The expectation is that the covert, and not the overt
message will have psychological impact, will
‘hook’ the desired ego state of the respondent and
will fetch the desired response.
 TA
Covert Transaction
 Group Dynamics
 Group: if group exists in an organization, its
members:
 Are motivated to join
 Perceive the group as a unified unit of interacting people
 Contribute in various amounts to the group processes
 Reach agreements and have disagreements through various
forms of interaction
 Group dynamics: describes how a group should be
organized and conducted.
 Group Formation
 Forming
 Storming
 Norming
 Performing
 Adjourning
 Dysfunctions of Groups and Teams
 Norm violation and Role ambiguity/ conflict
 The Groupthink, conformity problem
 Risky shift phenomenon
 Dysfunctions in perspective
 Social loafing
 Teams in modern workplace
 Cross-functional teams
 Virtual teams
 Self-managed teams
 How to make teams more effective
 Team building
 Collaboration
 Group leadership
 Cultural/ global issues