RELATIONSHIP MANAGEMENT
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FIRO B
(A framework for Behavior)
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Fundamental Interpersonal Relations
Orientation Behavior FIRO-B
People need people
We express our needs, at least in part, through our behaviors
with other people.
These needs influence group behavior at two levels:
They determine how we treat other people, and
How we want others to treat us
FIRO-B is a psychological instrument developed to explain:
how interpersonal needs affect behaviour and relationships.
how your behaviors might be interpreted in organizational
settings. 3
Three aspects of interaction between you &
others
Inclusion: Need to establish and maintain satisfactory
interactions and associations with other people.
Belongingness
In or Out
Who will you select to interact with?
Primarily in the realm of group behavior
Control: person’s behavior with respect to
responsibility, power, influence and decision making –
how much he desires to influence or direct the power of
others. Power and influence
Topor Bottom
Who directs the flow of interaction?
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Three aspects of interaction between you &
others
Affection: a person’s behavior in forming close,
personal relationships with others. Love and
affection, friendship
Close or Far
How open is the interaction with another?
Primarily in the realm of one to one interactions
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Dimension/Need Inclusion (I) Control ( c) Affection (A )
Expressed (e) The extent to which The extent to which you The extent to which you
you make make try to
an effort to include an effort to control and get close to people and
others in influence to
your activities, to others or situations, to engage them on a
join and organize and direct personal
belong to groups, others, level; your degree of
and to be and to assume comfort in
with people responsibility being open with and
supportive
of others
Wanted (w) The extent to which The extent to which you The extent to which you
you want are want
others to include you comfortable working in others to act warmly
in their well defined toward
activities and to situations with clear you and to take a
invite you to expectations and personal
join or belong to instructions interest in you; the
groups; the extent to
extent to which you which you want others to
want to share things with you and
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be noticed to encourage you
What do the scores mean?
0-2 You are pretty selective and display these behaviors
on rare occasions to a few people
You are pretty situational in these behaviors,
3-6 displaying them with some people
You express these behaviors with with many people,
7-9 much of the time
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Dimension/Ne Inclusion (I) Control ( c) Affection (A )
ed
Expressed (e) Inviting others to join in Assuming positions of Reassuring and
your activities authority supporting
• Involving others in • Managing the others
projects conversation • Showing concern about
and meetings • Attempting to others’ personal lives
• Incorporating influence • Sharing your personal
everyone’s others’ opinions opinions
ideas and suggestions • Establishing policies and feelings with others
• Taking a personal and • Being trustworthy and
interest procedures loyal
in others
Wanted (w) Getting involved in Deferring to the wishes, Being flexible and
highprofile needs, and requests of accommodating
activities and others • Listening carefully to
projects • Asking for help on a others
• Doing things to get job • Trying to please others
noticed • Raising issues for • Making yourself
• Going along with the others available
majority opinion to consider or decide to others
• Wearing distinctive • Involving others in
clothing decisions 10
LOW Expressed HIGH Expressed
Then: Then:
Get stuck, don’t
Inclusion People might perceive
progress, lose
you as a cold fish,
credibility
“prickly” or abrupt
Chaos reigns or your Others feel left out,
Control agenda goes by the lectured to, their
wayside ideas aren’t invited
People feel their work People are
Affection or contribution is uncomfortable, at the
KM, 2016, IIMIDR
unappreciated, they extreme
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are a cog in the wheel
Insights from the FIRO-B:
If you have…
HIGH Wanted LOW Wanted
Then you may perceive Then you may perceive
Lack of acknowledgement Most invitations as
Inclusion as negative, rejections as obligatory, group time as
devastating, being away as wasteful
“missing the action”
Any control as too much;
Any structuring as inadequate, plans and structures as
Control standard procedures as pressure, competitive
comforting behavior as annoying
Reassurances as superficial,
Lack of expressed concern
personal questions as
Affection as insensitive, infrequent
intrusive, 12
emotions as
feedback frustrating
distracting/trying
SOCIABILITY INDEX
Below 20 - Under Social
Between 20 to 40 - Social
Above 40 - Over Social
FUNDAMENTAL INTERPERSONAL RELATIONS
ORIENTATION- BEHAVIOUR
I C A
(0 – 9) (0 – 9) (0 – 9) 0 - 27
E
W (0 – 9) (0 – 9) (0 – 9) 0 - 27
0 - 18 0 - 18 0 - 18 0 - 54
FUNDAMENTAL INTERPERSONAL
RELATIONS ORIENTATION- BEHAVIOUR
HIGH SCORE: 7, 8, 9
MEDIUM SCORE: 3, 4, 5, 6
LOW SCORE: 0, 1, 2
CONTROL SCORES
High on both Expressed and Wanted Control: Authoritarian Personality
High on Expressed Control and Low on Wanted Control : Autocrat
High on Wanted Control and Low on Expressed Control : Abdicrat
Low on both Expressed and Wanted Control: Wants Autonomy
Medium on both: Democrat
Effectiveness through Matching Needs:
Interpersonal Compatibility
Originator incompatibility:
both want to control or both don’t want to
control….. both want to originate behavior
associated with Control needs ……..leading to
conflict or abdication……
Reciprocal compatibility: When A’s expressed behavior matches what
B wants, and B’s expressed behavior matches what A wants. Opposite
attracts!
Interchange compatibility: When group members share similar need
strengths around ICA. Typically for I and A
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How it will help you
Knowing your scores of interpersonal orientation:
Helps you to diagnose potential areas of incompatibility
Helps you to generate alternative for behavior when you
attempt to solve interpersonal difficulties
Eg, increase inclusion activities
Allow someone else to express a little more control
Redefine an issue as an affection problem rather than that of
a control problem
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How it helps in organisation
setting
Team building – around compatibility, dynamics,
development, effectiveness
Coaching – communication style, leadership style,
interaction style
Leadership development – leadership style, control
needs, communication style
Personal development – communication style, personal
development challenges/strength, communication styles
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