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.

exchange of support. influence and impression. etc. . learning and improving behaviour Managers can well manage skills of persuasion.Behaviour and Skills Approach to Interpersonal Relationships   Behavioural approach suggest importance of observing. understanding. negotiation. contribution.

choosing what we effectively judge as appropriate acts Skill Acting towards Goal (Goal directed behaviour at will) Ability Capacity for Action (Potential to act) .Behaviour and Skills Approach to Interpersonal Relationships Competence Succeeding at goal.

interrogate the other person. Questioning and Presenting Listening = accurately interpreting what is being said and making meaning out of the other¶s message.Basic skills  Listening. or intruding upon or invading their private boundaries Presenting = sharing information . including non-verbal content nonQuestioning = asking for information in addition to what others are sharing without seeming to investigate.

recognize strengths and develop strategies . help in identifying an opportunity.Basic skills  Facilitating and Supporting Others Like helping a person improve his/her performance.

polite.Basic skills  Asserting Self Acting or communicating in ways that are realistic. . aimed at maintaining respect for self as well as others and not being either aggressive or submissive.

so that their potentially conflicting objectives can be fully or partially be achieved through exchange.Basic skills  Negotiating Helps interdependent parties agree on who will do what. .

. and act in ways that can make the group more effective.Basic skills  Working with Groups Contribute positively to the group processes.

.Frameworks for Interpersonal Styles  FIROFIRO-B (Fundamental Interpersonal Relationship Orientation ± Behaviour)  An instrument helps to understand a person¶s interpersonal orientation towards several aspects.

FIROFIRO-B  1. and affection 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. . 2.   Two basic positions: Every individual has three fundamental needs: inclusion. control. feelings and a person¶s self concept.

Wanting and expressing in terms of Level Inclusion ± include others. be controlled by others Affection ± love others and be loved by others Behaviour Feeling Self-concept Self- Interaction and Mutual interest association with people Self is significant and worthwhile Control and power Competence and responsibleness Assurance that one is a competent and responsible person Need to feel that self is lovable Love and affection A feeling of mutual affection with others . be included by others Control ± control others.

. the interpersonal behaviour of an individual towards others can be:    Deficient ± where the person is not trying directly to satisfy the existing needs.FIROFIRO-B  In each of the three areas. Excessive ± where the person constantly tries to satisfy this need and Ideal ± where the needs exists and is satisfied.

FIROFIRO-B   This framework highlights that the satisfaction of these needs require that a person achieves equilibrium in three different areas between self and others. . A satisfactory balance between both must be established and maintained for which we need congruence between what we feel and what we express. at the levels of experience and expression.

Frameworks for Interpersonal Styles ‡ Transactional Styles in Interpersonal Relationships : TA ‡ It is the framework for a specific theory of Personality and Group Dynamics.(that) explains why people differ from each other and behave the way they do with each other. ‡ It is an analysis of Transactions that go on between human beings and who are interacting with each other«. .

games. activities etc. Meaning (existential hunger) in life.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. 3.

Parent. In the form of care. nurturing. It can be a µunit of measuring behaviour¶. It governs the attitude and behaviour .Transactional Analysis    StrokesStrokes. smile Transactions ± it can be understood as a set of a stimulus and a response when people engage themselves in communication or social exchange. Adult and Child. Ego states ± a coherent system of feelings which motivates a related set of behaviour patterns. use feel loved.

Crossed Transactions.Transactional Analysis    Complementary Transactions. and Covert Transactions .

Transactional Analysis .

TA Complementary Transactions .

TA Crossed Transaction .

and not the overt message will have psychological impact. 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. . will µhook¶ the desired ego state of the respondent and will fetch the desired response. which is socially appropriate and acceptable.TA  Covert Transaction   While verbal message. The expectation is that the covert.

TA Covert Transaction .

. 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 Dynamics  Group: if group exists in an organization.

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    CrossCross-functional teams Virtual teams SelfSelf-managed teams .

How to make teams more effective     Team building Collaboration Group leadership Cultural/ global issues .

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