This document discusses information-getting interviews and improving interpersonal skills. It describes interviews as complex social encounters that are influenced by the behavior of both parties. Models like Goffman's drama metaphor are discussed as ways to understand how people present themselves in interviews. The document also notes that error and bias can arise in interviews from factors like background characteristics, psychological attributes, and the interactive nature of the encounter. Improving interpersonal skills can help obtain more accurate information by recognizing how social dynamics shape the interview.

1.  YUSRI RISKY AMELIA
 4520210012
 INTERPERSONALL SKILL

2. QUESTIONINGANDTHE
INFORMA
TION-GETTING
INTERVIEW

3. POINTS FORDISCUSSION
INFORMATIONGETTING
INTERVIEWASASOCIALENCOUNTER
ERRORANDBIASININTERVIEWS
INTERVIEWERBEHAVIOUR

4. AN INTRODUCTION
Tounderstand how the interactive nature of social
encounters affects the quantity and quality of
information that individuals can obtain from others,
and recognise the steps that individuals can take to
improve their ability to obtain information

5. Information getting
BINGHAM 1 9 4 1

6. INFORMATION
GETTING
 this whill help us in :
assess a person’s suitability for a job;
determine why customers are unhappy with a product;
anticipate people’s reactions to the introduction of some new arrange□ment such
as flexitime;
decide whether an insurance claim is justified

7. THE INTERVIEW AS A SOCIAL
ENCOUNTER
.The interview is acomplex social
encounter in which the behaviour of each
party is influenced by the other.

8. GOFFMAN(1959)
drama as ametaphor
MANGHAM (1978)
this toodescribe adrama as ametaphor
GODDMAN ANDMANGHAM
putting on aperformance for an
audience, and argues that people’s
portrayal of action willbedetermined by
their assessment of the audience
FARR (1984)
If respondents are too sensitive to the
fact that others are evaluating them
they maybecomeapprehensiveandthis
maycausethem to perform poorly.

9. 80%
PEOPLEUSEDRAMAAS FORINTERVIEW

10. STAGE 1
The consultants are likely to structure
the situation and behave in ways that
they feel will best project their
definition of the purpose
STAGE 2
,the organisational members (B) seek
tounderstand what it is that the
consultants(A)areprojectingandwhat
implicationsthis hasfor them.
STAGE 4
arefaced with asituation that includes
the most recent behaviour
STAGE 3
members of organitasion have to decide
on the basis of their intepretaion using
the situation to respond
STAGE 6
Onthe basis of their interpretation of
the situation, including the
organisational members’ (B)behaviour,
the consultants (A) can rehearse the
next move (Stage 6) before deciding
what to doand/or say.
STAGE 5
Theconsultants have to assess this
situation

11. Error and bias in interviews
LET'S MAKE IT WORK

12. Interviews may be used to acquire
information for anumber of purposes. For
example:
TOASCERTAIN PEOPLE’SATTITUDES
AND FEELINGS REGARDING SOMETHING
ORSOME BODY;
to determine whether things are going
according to plan and, if not, why not;
TOPREDICTFUTUREPERFORMANCE (AS
IN THESELECTIONINTERVIEW).

13. ERRORANDBIASCAN ARISEFORMANY
REASONS.
Background characteristics
Psychological factors

14. MOTIVES ATTITUDES
Psychologicalfactors
BELIEFES
EMOTION

15. 7 out of 10
DRAMAMADE IN INTERVIEW
9 out of 10
THINK OFGENERALABILITY

16. INTERPERSONALSKILLAT WORKS
BYJOHN HAYES