Beruflich Dokumente
Kultur Dokumente
Ranjeet Nambudiri
Indian Institute of Management
Indore
08/24/2017 1
Anyone can become angry – that is easy. But to be angry
with the right person, to the right degree, at the right time,
for the right purpose, and in the right way – that is not
easy.
– (Aristotle)
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Multiple Intelligences (Gardner)
• Verbal
• Mathematical-Logical
• Spatial
• Kinesthetic
• Musical
• Interpersonal
• Intra-personal
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IQ vs EQ
• IQ • EQ
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Interpersonal skills / ability
• Ability / Skills to
• Work through social interaction
• Work with other people
• ‘Influence’ others and be ‘influenced’
• ‘Manage’ conflicts
• Communicate
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Self-Awareness - Interpersonal effectiveness
All of us have INTERPERSONAL NEEDS
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Interpersonal effectiveness
• Influence, control
• Others
• Rapport
• Communication
• Affiliation
• Conflict
• Resistance
• Interaction
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Interpersonal skills – why?
• Manage positive relationships at the workplace
• Increased identification with peers / co-workers
• Employee/Management Relations
• Team Building
• Leadership Development
• Personal and professional: career development
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FIRO-B
– Communication
– Building Relationships
– Conflict Management
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FIRO-B
• What it does:
– Aids in understanding one’s behavior and its effect on others
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Interpersonal needs
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Theoretical Foundation for FIRO B
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The model
Should I go for
a boat ride?
What is my relationship
to others on the boat? Self-Awareness
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Dimensions of interpersonal needs
Inclusion Control Affection
• recognition • influence • closeness
• belonging • leading • warmth
• participation • responsibility • sensitivity
Expressed
Behavior
• what I prefer to do
• how much I initiate
• observable action
eI eC eA
Wanted
Behavior
• how much I want
others to initiate
wI wC wA
• how much I prefer
to be the recipient
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Firo.doc 15
The FIRO-B Model
Wanted
(w)
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The FIRO-B Model
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The FIRO-B Model
I make an effort to include I try to exert control and I make an effort to get close
others in my activities. I try influence over things. I enjoy to people. I am comfortable
Expressed to join groups— to be with organizing things and expressing personal feelings
(e) people as much as possible. directing others. and I try to be supportive of
others.
I want other people to invite I feel most comfortable I want others to act warmly
me to belong. I enjoy it when working in well-defined toward me. I enjoy it when
Wanted others notice me. situations. I try to get clear people share their feelings
expectations and instructions. with me and when they
(w) encourage my efforts.
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FIRO-B Individual Cell Scores
eI eC eA
expressed expressed expressed
inclusion control affection
wI wC wA
wanted wanted wanted
inclusion control affection
n Need area you will be the least willing to sacrifice in social situations
nSituations that satisfy this need will be those you return to often
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How does this help you?
Self awareness
(of needs) EI Interpersonal effectiveness
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Leadership implications – How other may
perceive you
1. May take rejection badly 1. May perceive any 1. May find a lack of
H 2. May think that being structuring as concern as insensitive
away is missing the inadequate 2. May need continuous
Wanted action 2. May consider standard feedback
3. May take lack of procedures as 3. May find distance from
acknowledgement as important others as a personal loss
negative 3. May take sole
responsibility as
burdensome
L 1. May feel invitations are 1. May not want any 1. May find reassurances as
obligations control mechanisms superficial
2. May not want to be 2. May feel pressured by 2. May become offended by
singled out structure personal questions
3. May consider group time 3. May find competing 3. May find emotions as
as wasteful behavior annoying distracting
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08/24/2017
Leadership implications
• Effectiveness (and results) through compatibility
• Compatible groups work better
• Compatibility through similarity (e.g., both have similar
need for affection, either high or low)
• Compatibility through reciprocity (e.g., Person 1 has high
expressed control and Person 2 has high wanted control)
• Team building – strengthening the culture
• Understand how needs can lead to formation of group
culture and contribute to resistance – e.g., clique
formation within a group
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Managerial implications
• Leadership
• Leadership effectiveness by understanding the needs of subordinates
• e.g., if someone known to be Social Compliant (high wanted inclusion)
• Conflict management intervention – helps in diagnosis
• Relationship counseling
• Identify sources of conflict and incompatibility
• Personal development through self awareness – identify shortcomings and
developmental needs
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Leadership implications – Your influence on
Climate
• Strongest need is control
• Concentration of power (centralization)
• Competition between departments and individuals
• Decisiveness and accountability
• Dependence on direction (autonomy)
• Need for affection is weak
• Low responsiveness to personal issues
• Low identification with co-workers – relationships are functional
• Conflict suppression
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Thank you for your time and attention
ranjeet@iimidr.ac.in
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