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Humans Interact If people need people, then.… how do people need people, ...and to what degree?

FIRO – B: FUNDAMENTAL INTERPERSONAL RELATIONSHIP ORIENTATION -- BEHAVIOR Presented by: Amrita Gulati Anjali Mohite Anusha Mehta. Humans Interact If people need people, then.… how do people need people, ...and to what degree?. HISTORY OF FIRO-B.

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Humans Interact If people need people, then.… how do people need people, ...and to what degree?

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  1. FIRO – B:FUNDAMENTAL INTERPERSONAL RELATIONSHIP ORIENTATION -- BEHAVIORPresented by:Amrita GulatiAnjaliMohiteAnusha Mehta

  2. Humans Interact If people need people, then.… how do people need people, ...and to what degree?

  3. HISTORY OF FIRO-B • It became evident for example during the Korean war that different leadership groups onboatd the american naval vessels differed quite a bit in effectiveness. Even though they were composed of persons with identical competence and training. To find the answer to this difference in efficiency and its causes, Will Schutz, an american psychologist, performed a study requested by amongts others the american marine.

  4. THREE MAIN PHASES: In his research he discovered that a group that has three different main needs that the individuals strive to meet. How well these are met determine much of the effectiveness of the group. Later these were put in a graphic model with three main phases (inclusion,, control and openess) and two resting phases in between. A group that strives for togetherness and effeciency must go through these phases in the mentioned order to achieve success.

  5. A group that through development has reached the third phase – openess – will from time to time go back through the previous phases, for example depending on the fact that new members arrive in the group, or that a new task has fallen outside the previous framework for the group.

  6. FIRO – B MEASURES ALL HUMAN INTERACTIONS:INTERPERSONAL NEEDS:INCLUSIONCONTROLAFFECTION

  7. FIRO - B When you are aware of the behavior patterns you can better decide when to act in your normal way and when it seems more appropriate to act differently. As you change your habits by making different choices in your behavior , your FIRO scores will also change

  8. FIRO - B Your answers to FIRO - B questions put you somewhere within a range of scores .You may be on the high or the low end of the range or somewhere in-between. Because of this some of the descriptions may fit you to a “ T “ while others may be less accurate.

  9. FIRO - B Your FIRO _ B scores can change . The scores and descriptions are a guide to how you view interpersonal relationships at this point of time and will help you to think about your strengths and weaknesses

  10. Benefits of the FIRO-B The FIRO-B is an ideal tool to use for interpersonal behavior measurement and assessment, including: • management and supervisor development • leadership development (used with MBTI as part of the • Leadership Report) • identifying leadership preferred operating styles • employee development • team building and explaining team roles • improving team effectiveness • advancing career development

  11. Different categories given in the matrix measure how much interaction a person wants in the areas of socializing, leadership and responsibilities, and more intimate personal relations. FIRO-B was created, based on this theory, a measurement instrument with scales that assess the behavioral aspects of the three dimensions. Scores are graded from 0-9 in scales of expressed and wanted behavior, which define how much a person expresses to others, and how much he wants from others.

  12. FIRO-B Inclusion How much do you connect with others or want attention and recognition from them?

  13. FIRO-B Control How much do you take charge or want others to give directions?

  14. FIRO-B Affection / Openness How much do I share about myself and want others to share with me?

  15. FIRO-B DIMENSIONS OF BEHAVIOUR Expressed How we interact with others Wanted How we want others to interact with us

  16. Inclusion (significance, contact, involvement) e :I include others in my activities w :I want to be included and belong

  17. Expressed Inclusion Behaviour:Talking and joking with others, Involving others in projects,Intiating contact and showing interest.

  18. Wanted Inclusion Behaviour Being around Seeking recognition Getting involved in high profile projects

  19. Control e: I exert control and influence over people and things w :I want others to control and influence me (competence, influence, authority)

  20. Expressed Control Behaviour directing people decision-making assuming responsibility

  21. Wanted Control Behaviour requesting clarification wanting direction and guidance concern for rules

  22. Affection /Openness e: I make efforts to be close to people w: I want others to try to become close to me (Warmth, self-disclosure

  23. Expressed Affection reassuring and supporting colleagues, giving gifts to show appreciation, coaching and developing others

  24. Wanted Affection being flexible and accommodating, listening carefully to others, trying to please people.

  25. For each area of interpersonal need the following three types of behavior would be evident: (1) deficient, (2) excessive, and (3) ideal. Deficient was defined as indicating that an individual was not trying to directly satisfy the need. Excessive was defined as indicating that an individual was constantly trying to satisfy the need. Ideal referred to satisfaction of the need. From this, there were identified the following types: Inclusion types. • the undersocial (low EI, low WI) • the oversocial (high EI, high WI) • the social (moderate EI, moderate WI) Control types • the abdicrat (low EC, high WC) • the autocrat (high EC, low WC) • the democrat (moderate EC, moderate WC) Affection types • the underpersonal (low EA, low WA) • the overpersonal (high EA, high WA) • the personal (moderate EA moderate WA)

  26. In 1977, a clinical psychologist who worked with FIRO-B, Dr. Leo Ryan, produced maps of the scores for each area, called "locator charts", and assigned names for all of the score ranges in his Clinical Interpretation of FIRO-B:

  27. Individual Cell Scores • 0 to 2 – low rarely displayed • 3 to 6 – medium noticeable some of the time • 7 to 9 high noticeable in most situations Total Need Score 0 - 17Low 18 - 26 Low/Medium 27 - 35 Medium/High 36 - 54 High

  28. Overall Score: Higher Scores:more involvement with others. Lower Scores:less interpersonal involvement ss interpersonal involvement

  29. Total Expressed/Wanted e>w:comfortable taking action e<w:seeing what others do first e=w:balanced v.caution

  30. THE FIRO-B QUESTIONNAIRE

  31. Total Need Scores The highest score may be the one you feel the most comfortable pursuing and least willing to sacrifice. The need with the lowest score may be the one you are the most willing to give up.

  32. Your FIRO-B Results

  33. INTERPRETATION OF YOUR FIRO-B RESULTS

  34. The indicator of your Overall Interpersonal Needs is the total of all six individual needs (eI + wI + eC + wC + eA + wA). This result represents the overall strength of your interpersonal needs; it shows how much you believe that other people and human interaction can help you attain your goals and achieve personal satisfaction.Your indicator of Overall Interpersonal Needs is 27, which falls in the medium high range. This suggests that: • Your involvement with others is usually a source of satisfaction, but relationships may become frustrating and interfere with your job. • When interacting with others, you work best with small groups and with regular contacts.

  35. You probably enjoy work that involves opportunities to gather input from others, but you do not rely on them for decision making or implementation. • You prefer to work with others, but occasionally need time alone to think and reflect. • You probably consider yourself more extroverted than introverted. 13

  36. THANK YOU

  37. Three main phases In his research he discovered that a group that has three different main needs that the individuals strive to meet. How well these are met determine much of the effectiveness of the group. Later these were put in a graphic model with three main phases (inclusion,, control and openess) and two resting phases in between. A group that strives for togetherness and effeciency must go through these phases in the mentioned order to achieve success.

  38. A group that through development has reached the third phase – openess – will from time to time go back through the previous phases, for example depending on the fact that new members arrive in the group, or that a new task has fallen outside the previous framework for the group.

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