Know Yourself, Strengthen Your Team: Using the FIRO - PDF document

Know Yourself, Strengthen Your Team: Usi
Know Yourself, Strengthen Your Team: Using the FIROSuccessful TeamsWhat behaviors do you see in successful teams?Today’s AgendaUse the FIROFundamental Interpersonal Relations OrientationBehavior) instrument to und

erstand your social needsApply your find
erstand your social needsApply your findings to your team approachLearn about your team members’ social needsDiscuss and determine ways to get your needs met and meet your team members’ needsWhat is the FIROOriginally

developed in the 1950s to predict how m
developed in the 1950s to predict how military personnel would work together in groupsNow one of the most widely used instruments in the world to help individuals understand their interaction approachesUsed primarily to look a

t group dynamics and leadership in organ
t group dynamics and leadership in organizationsWhat Does It Measure?The extent to which people attempt to satisfy three basic social needs: Inclusion: participation, recognition, belongingControl: power, authority, influenceAf

fection: openness, warmth, closenessHow
fection: openness, warmth, closenessHow much one initiates behavior (Expressed) and How much one would like others to initiate that behavior toward her/him (Wanted)Your FIROB GridExpressed v. WantedWhat Does That Mean?And th

e Numbers?In the 6 Main CellsLow Score (
e Numbers?In the 6 Main CellsLow Score (0: you probably tend to show these behaviors in very few situationsMedium Score (3: you probably tend to show these behaviors in selected situationsHigh Score (7: you probably tend to show

these behaviors very oftenGet to K
these behaviors very oftenGet to Know Your 6 Cells: ExerciseLook at the scores in the 6 main cells (the green squares) of your selfscorableresultsLook at descriptions on pages 2of your handoutsUse page 3 to write your repo

rted scores and your selfselect scoresS
rted scores and your selfselect scoresShare with a PartnerShare about your 6 cells:What does this validate about your interaction with your PC team?What new awareness does this highlight about your interaction with your PC team

?Now for the TotalsTotal Expressed: ill
?Now for the TotalsTotal Expressed: illustrates the extent to which you initiate behaviorTotal Wanted: illustrates the extent to which you prefer others to initiate behaviorOverall Total: illustrates the extent to which you pre

fer working alone v. working with others
fer working alone v. working with othersTeam RolesRole associated with highest expressed score:Inclusionlarifierintegrates, summarizes, clarifies, creates ways for everyone to participate•Controlirectormindful of tasks

and time, directs action, suggests clo
and time, directs action, suggests closure, guides assignments, offers structure•AffectionEncouragermediates conflict, identifies energy and resistance levels, promotes intimacy and engagement, harmonizesTeam Decision

MakingWhat is your highestexpressedneed
MakingWhat is your highestexpressedneed? Inclusion: provide information, ensure everyone provides opinions, summarizeControl: push for closure, evaluate options, structure debate, ensure consistencyAffection: push for depth and

openness, test support for decisions, p
openness, test support for decisions, promote a “safe” climate for differencesTeam Decision MakingWhat is your highestwantedneed?Inclusion: look for common ground, can live with group decision different from own, bri

ng in outside perspectivesControl: consi
ng in outside perspectivesControl: consider implementation/compliance issues, honor past team decisions, tease out issues for clarityAffection: put great effort into understanding individual perspectives and needs, reconcile dif

ferencesTeam MismatchesWhat is your low
ferencesTeam MismatchesWhat is your lowest wantedneed?When a team is expressing too much of that need, you are likely to:Inclusion: be tempted to skip meetings, tune in and out, sit far away, position body away from group, w

ork on other business, keep head downCon
ork on other business, keep head downControl: move quickly to a firm position, be tempted to show up late/leave early, avoid assignments, not respond to emails, find a way out of rulesAffection: avoid chitchat, skip social event

s, be tempted to take on contrary positi
s, be tempted to take on contrary positions, remove yourself by taking detailed notesTeam MismatchesWhat is your highest wanted need?When a team is expressing too little of that need, you are likely to:Inclusion: share more

information, ask for time to share your
information, ask for time to share your thoughts, request to be caught up, encourage everyone to express their opinions, offer a proposal, arrive early and sit centrallyControl: ask many questions, point out options, express lac

k of confidence in team, identify obstac
k of confidence in team, identify obstacles, share your progress, express concernsAffection: offer to help people, encourage “tough” feedback, go above and beyond, make personal sacrifices, schedule lunchesCase StudyR

ead the case study on page 12 of your ha
ead the case study on page 12 of your handoutsDiscuss the questions at the end with your tablematesTeam ClimateWhat topics need attention when there is not enough INCLUSION on the team?OUR COMMON GOALPROCESS FOR PARTICIPATIO

N VALUING DIFFERENCESTeam ClimateWhat
N VALUING DIFFERENCESTeam ClimateWhat topics need attention when there is not enough CONTROLon the team?DUTIES, RESPONSIBILITIES ROLES, EXPECTATIONSOUTCOMES, DELIVERABLESTeam ClimateWhat topics need attention when there is

not enough AFFECTIONon the team?VALUE
not enough AFFECTIONon the team?VALUES, MOTIVATIONSPERSONAL HISTORIES, BACKGROUNDSSTRESSORS, FRUSTRATIONS, OBSTACLESYour Team, Your Next StepsWhat do you think your PC team needs more of (inclusion, control, affection)? What

’s your evidence?What one thing cou
’s your evidence?What one thing could you do more of in your team?What one thing could you do less of in your team? Share with Your TeamResourcesIntroduction to the FIROB Instrument (Judith A. Waterman and Jenny Rogers)Pa

rticipating in Teams: Using Your FIROB R
rticipating in Teams: Using Your FIROB Results to Improve Interpersonal Effectiveness (Eugene R. Schnell)Team development, team transitions, team chemistry, leadership role, more on conflictBoth booklets are available at cpp.com