This chapter discusses interpersonal and group dynamics in organizations. It covers emotional intelligence and its importance for managerial success. Two theories of interpersonal dynamics are presented: Model I focuses on unilateral goals and problem-blaming, while Model II emphasizes common goals, open communication, and testing beliefs. The chapter also discusses management styles, informal group roles and norms, handling conflict in groups, and shared leadership.
2. Interpersonal and Group Dynamics
Interpersonal Dynamics
Emotional Intelligence
Management Styles
Group & Teams in Organizations
3. Interpersonal Dynamics
Managers spend much of their time in
relationships
Three recurrent questions regularly haunt
managers:
What is really happening in this relationship?
Why do other people behave as they do?
What can I do about it?
4. Interpersonal Dynamics (II)
Argyris and Schön’s theories for action
Espoused theory: how individuals describe,
explain, or predict their own behavior
Theory-in-use: the program that governs an
individual’s actions
5. Interpersonal Dynamics (III)
Argyris and Schön’s theories for action
Model I Theory in use
Model I Assumptions
Problem is caused by others
Unilateral diagnosis
Get person to change
Model II Assumptions
Emphasize common goals
Communicate openly
Combine advocacy with inquiry
The Perils of Self-Protection
6. Model I Theory-in-use
Core values
(governing
variables)
Action
strategies
Consequences
for
relationships
Consequences
for learning
Define and
achieve your
own goals
Design and
manage
unilaterally
You’re seen as
defensive,
inconsistent,
selfish
Self-sealing
Maximize
winning,
minimize losing
Own and control
what’s relevant
to you
You generate
defensiveness
Single-loop
learning
Avoid negative
feelings
Protect yourself You reinforce
mistrust,
conformity,
avoiding risk
Private testing of
assumptions
Be rational Unilaterally
protect others
Key issues
become
undiscussable
Unconscious
collusion to avoid
learning
7. Model I Assumptions
Problems are caused by the other person
Since they caused the problem, get them to
change
If they refuse or defend, that proves they
caused the problem
If they resist, intensify the pressure, protect
them (to avoid discomfort), or reject them
If you don’t succeed, it’s their fault; you’re not
responsible
8. Model II Assumptions
Focus on common goals, mutual influence
Communicate openly, test beliefs publicly
Combine advocacy with inquiry
9. Advocacy & Inquiry
Figure 8-1: Advocacy and Inquiry.
High
Low
Assertive Integrative
Passive Accommodating
Inquiry
Advocacy
10. Emotional Intelligence
Emotional Intelligence: awareness of self and
others, able to deal with emotions and
relationships (Salovey and Mayer)
A Management Best-seller: Daniel Goleman’s
Emotional Intelligence
EI more important than IQ to managerial
success
Individuals with low EI and high IQ are
dangerous in the workplace
11. Management Styles
Lewin, Lippitt and White: autocratic,
democratic and laissez-faire leadership
Fleishman and Harris: initiating structure vs.
consideration of others
Myers-Briggs Inventory
Introversion vs. extraversion
Sensing vs. intuition
Thinking vs. feeling
Judging vs. perceiving
12. Management Styles (II)
“Big 5 Model”
Extraversion (enjoying other people and
seeking them out)
Agreeableness (getting along with others)
Conscientiousness (orderly, planful, hard-
working)
Neuroticism (difficulty controlling negative
feelings)
Openness to experience (preference for
novelty and creativity)
13. Groups and Teams in
Organizations
Informal Roles
Informal Group Norms
Interpersonal Conflict in Groups
Leadership and Decision-Making in Groups
14. Informal roles
Informal role: an unwritten, often unspoken
expectation about how a particular individual will
behave in the group
Individuals prefer different roles: some prefer to be
active and in control, others prefer to stay in the
background
Individuals who can’t find a comfortable role may
withdraw or become troublemakers
Individuals may compete over the same role (for
example, two people who both want to run things),
hindering group effectiveness
15. Informal group norms
Informal norm: unwritten rule about what
individuals have to do to be members in good
standing
Norms need to align with both the task and
the preferences of group members
Norms often develop unconsciously; groups
often do better to discuss explicitly how they
want to operate
16. Handling Interpersonal Conflict in
Groups
Develop skills
Agree on basics
Search for interests in common
Experiment
Doubt your infallibility
Treat conflict as a group responsibility
17. Leadership and Decision-making in
Groups
How will we steer the group
Leadership in the essential, but may be
shared and fluid
Leaders who overcontrol or understructure
produce frustration, ineffectiveness
18. Summary
Employees bring social and personal needs
to the workplace
Individuals’ social skills or competencies are
a critical element
Though often frustrating, groups can be both
satisfying and efficient