1. “Goodness of Fit” The FIRO-B can help to determine how good one fits in various situations and work environments and with various people
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2. Theory
Beyond our survival needs (food, safety, warmth, shelter) we have unique interpersonal needs that motivate us
We become uncomfortable and anxious when our “set point” is not being met
Schutz identified three needs (inclusion, control, and affection), and two levels (expressed and wanted)
The Six-Cell Model
Before Slide
History:
The FIRO-B was originally developed to predict how military personnel would work together in groups. It’s creator, William Schutz, was specifically studying teams working in the control rooms on submarines.
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3. Results can be used to…
Show current interpersonal behavior and expectations
Raise questions about your satisfaction with these behaviors
Suggest alternative ways of behaving to increase your effectiveness
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4. Caution about Results….
There are no good or bad results
Not a comprehensive personality test
Not a measure of abilities, career interests, or achievement
Hypotheses to be explored
You are responsible for interpreting the meaning
Must be considered in the overall context of your life
Results CAN be influenced significantly by situational variables, cultural differences, misunderstanding the terms, trying to avoid extreme responses, other pressures from the environment
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5. Assumptions You’re not bound by your typical behaviors
Awareness of your tendencies allows you to choose whether a particular behavior is or is not appropriate at a certain time
Scores can change as you work to form new behaviors
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6. FIRO-B Stage I Interpretation
Application to Your Personal and Work Life
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7. Three Interpersonal Needs
The Six-Cell Model
Three Interpersonal Needs
INCLUSION (I)
CONTROL (C)
AFFECTION (A)
Expressed Needs
Expressed Inclusion (eI)
Expressed Control (eC)
Expressed Affection (eA)
Wanted Needs
Wanted Inclusion (wI)
Wanted Control (wC)
Wanted Affection (wA)
Before Slide
Briefly turn to page 3 and look at the shaded area of the table
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8. Interpersonal Need One: Inclusion
Relates to forming new relations and associating with others in your life
How much attention, recognition, and contact you seek from others
Your relationships with groups, both small and large
Before Slide
Turn back to page 2.
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9. Interpersonal Need Two: Control
Relates to decision-making, influence and responsibility, and persuasion
The extent of power or dominance a person seeks
How much you want to lead others or want others to lead and influence you
Refers to one-on-one relationships and your behavior in groups
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10. Interpersonal Need Three: Affection
Relates to emotional ties and warm connections between people
The extent of closeness that a person seeks
Your need to establish comfortable, warm one-on-one relationships with others
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11. Characteristics Associated with the Three Needs
Inclusion
Control
Affection
Association
Power
Being personal
Interaction
Authority
Closeness
Distinction
Influence
Openness
Prominence
Responsibility
Supportiveness
Attention
Leadership
Being Affirmed
Participation
Consistency
Warmth
Involvement
Decisiveness
Empathy
Contact
Dominance
Encouragement
Belonging
Competitiveness
Appreciativeness
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12. Two dimensions Measured for Each Need
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13. behavior What you actually do Can be observed
Expressed
Preference for
initiating
behavior What you actually do Can be observed
by others
Wanted
Preference for having
others initiate
What you really want
May not be shown
openly
Expressed Wanted
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14. Three Interpersonal Needs
The Six-Cell Model
Three Interpersonal Needs
INCLUSION (I)
CONTROL (C)
AFFECTION (A)
Expressed Needs
I make an effort to include others in my activities. I try to belong, join social groups – to be with people as much as possible (0-9)
I try to exert control and influence over things. I enjoy organizing things and directing others (0-9)
I make an effort to get close to people. I am comfortable expressing personal feelings and I try to be supportive of others (0-9)
Wanted Needs
I want other people to include me in their activities and to invite me to belong. I enjoy it when others notice me (0-9)
I feel most comfortable working in clear situations with clear instructions. I prefer letting others have control of my work (0-9)
I want other to act warmly toward me. I enjoy it when people share their feelings with me and when they encourage my efforts. (0-9)
Page 3 – Six shaded cells
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15. For these Six Shaded Cells…
Low scores (0-2) suggest you do not prefer this behavior
Medium scores (3-6) suggest your preference for this behavior is moderate
High scores (7-9) suggest you have a strong preference for this behavior
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16. Expressed
Expressed Inclusion: How often do you act in ways that encourage your participation in situations?
Expressed Control: How often do you act in ways that help you direct or influence situations?
Expressed Affection: How often do you act in ways that encourage warmth and closeness in relationships?
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17. Wanted
Wanted Inclusion: How much do you want others to include you in their activities?
Wanted Control: How much leadership and influence do you want others to assume?
Wanted Affection: How much warmth and closeness do you want from others?
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18. Total Needs and Total Behavior Scores
Three Interpersonal Needs
Inclusion
Control
Affection
Expressed Needs eI eC eA
Total Expressed Behavior (0-27)
Wanted Needs wI wC wA
Total Wanted Behavior (0-27)
Total Need for Inclusion (0-18)
Total Need for
(0-18)
Total Need for Affection (0-18)
Total Inter-personal Need Score (0-54)
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19. Low Overall Interpersonal Needs Score (0-15)
Need for interaction with others (I, A, C) is low
Interpersonal style is “cool”
Need privacy to do your best work
Work involves intense concentration and ideas
Prefer your own company, independent decision-making, small circle of friends, more “introverted” style
How well do these descriptors fit?
Begin to think in terms of commonalities suggested by the several tests – do the other tests point in the same directions?
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20. Medium-Low Overall Interpersonal Needs Score (16-26)
Interaction with others (A, I, C) appeals to you on a select basis
Depends on the people and the context
Work effectively alone, or with others when objectives are focused
Concentrate on data and ideas with occasional discussions, presentations
More “introverted” than “extroverted”
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21. Medium-High Overall Interpersonal Needs Score (27-38)
Interacting with others is generally satisfying in all areas (A, I, C)
Work best with small groups and regular contacts
Consult others without relying on them for decision-making
Value teamwork & one-on-one relationships
Occasionally need alone time to think and reflect
More “extroverted” than “introverted”
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22. High Overall Interpersonal Needs Score (39-54)
Enjoy engaging frequently with others in all areas (A, I, C)
Seek out, work on, and enjoy warm interpersonal relationships
Work best in groups with interaction
Prefer shared decision-making
Very social, may not enjoy being alone
Extrovert
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23. Total Needs and Total Behavior Scores
Three Interpersonal Needs
Inclusion
Control
Affection
Expressed Needs eI eC eA
Total Expressed Behavior (0-27)
Wanted Needs wI wC wA
Total Wanted Behavior (0-27)
Total Need for Inclusion (0-18)
Total Need for
(0-18)
Total Need for Affection (0-18)
Total Inter-personal Need Score (0-54)
Your total expressed score indicates how much you act toward others to get what you need. In general, you can think of it as comfort level with taking action or being proactive.
You total wanted score indicates how much you rely on others to get what you need. In general, you can think of it as comfort level with being reactive or responsive.
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24. Low Total Expressed and Low Total Wanted Interpersonal Behavior (0-7)
Low Expressed: you usually do not initiate activities with others; wait before speaking
Low Wanted: you usually do not want others to initiate activities; Value independence and want to rely on yourself; You do not expect much from others
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25. Medium Total Expressed and Medium Total Wanted Interpersonal Behavior (8-19)
Medium Expressed: sometimes you initiate activities with others, sometimes you don’t; it depends on the context and people involved
Medium Wanted: Sometimes you want others to initiate activities, sometimes you don’t; it depends on the context and people involved
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26. High Total Expressed and High Total Wanted Interpersonal Behavior (20-27)
High Expressed: You usually enjoy initiating activities with others; take action easily and social settings are great opportunities to express yourself
High Wanted: You usually like others to initiate activities; you rely quite a bit on others and are comfortable accepting their behaviors
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27. Comparing your Total Expressed and Total Wanted Behavior
Like taking initiative more than having others do so; may keep distance
Total Wanted >
Total Expressed
Prefer that others take the initiative more than you; may feel inhibited
Total Expressed =
You are cautious about expressing a behavior before you are sure how the person will respond; situation - dependent
Before slide:
Total expressed and total wanted scores are best interpreted in relation to one another, since they describe the general pattern you go about in satisfying your personal needs
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28. Low Total Need Scores (0-5) for Inclusion, Control, and Affection (bottom row)
For Inclusion: Indifferent to being with others, no matter who initiates it
For Control: Prefer less-structured situations and have a laid-back attitude toward authority – needing to neither give nor take orders
For Affection: prefer formal, business-like relationships
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29. Medium Total Need Scores (6-12) for Inclusion, Control, and Affection (bottom row)
For Inclusion: prefer balance between time alone and time with others, no matter who initiates it
For Control: prefer moderate amount of structure and clarity around authority
For Affection: prefer a realistic amount of warmth and closeness in 1-on-1 relationships, no matter who initiates
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30. High Total Need Scores (13-18) for Inclusion, Control, and Affection (bottom row)
For Inclusion: prefer being involved socially, no matter who initiates it
For Control: prefer structured situations with clear lines of authority and responsibility
For Affection: Like a lot of warmth and closeness in 1-on-1 relationships
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31. Look at the Highest and Lowest Total Need Score
Highest may be most important interpersonal need, and thus predominates your behavior and has the greatest impact on your relationships
Lowest may be the need you try most to ignore or are the most indifferent about
After slide:
For example, if your strongest need is for Inclusion, what will be your focus when starting a new job or a new project?
(Fitting In)
For Control, what will your focus be?
(Understanding the order and structure of a the situation; who is in charge, who has authority, what are the rules and policies, etc.
For Affection, what will your focus be?
(Establishing trust, exchanging ideas, reactions, and opinions, building loyalty, developing meaningful relationships
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32. Impressions You Create – How Do Others Perceive You?
High
Impressions
Low eI
Engaging, connected, fair, social
Difficult to know, isolated, quiet wI
Center of attention, humorous, light-hearted
Private, selective, low-profile eC
Structured, confident, high-strung, intense
Easy-going, flexible, disorganized wC
Demanding, dependent, responsive, critical
Confrontational, independent, difficult eA
Warm, reassuring, open, intimate
Aloof, tentative, rational, business-like wA
Approachable, sensitive, considerate
Distant, cautious, tough, intimidating
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33. Impressions Others Make on You
If You Have High
You May Perceive
If You Have Low wI
Most rejections as devastating;
“Missing the action” if away;
Lack of acknowledgement is negative
Most invitations as obligatory
Being single-minded as threatening
Group time as wasteful wC
Any structuring as inadequate
Standard procedures as important
Sole responsibility as burdensome
Any control you have as too much
Plans and structures as pressure
Competitive behavior as annoying wA
Lack of expressed concern as insensitive
Infrequent feedback as frustrating
Distance from others as personal loss
Reassurances as superficial
Personal questions as intrusive
Emotions as distracting and trying
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34. Interactions Among 6 Cells
If you have ….
You may find that…
High w Affection + Low e Inclusion
It’s difficult to meet persons for closer, more intimate relationships
High e Control + Medium e Affection
Others are more accepting of your direction because you show tact and understanding
High e Inclusion + High w Inclusion + Low e Control + High w Control
Others misinterpret your desire to be part of the group as an attempt to control the group
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35. Questions for Self-Exploration
Do these scores seem to represent an accurate picture of who you really are?
Can you think of specific examples of the behavior described?
In what ways do the scores not represent important ways you behave?
Do the results suggest ways that others see you that you might want to change?
What can the results tell you about the way you act in trying to fulfill your needs for being part of a group? For control? For close relationships?
Discussion
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36. Case Study: Career Development - Linda3 1 4 w 5 12 8 16
What Challenges will Linda face in finding a job?
Aloof, Cold
Unmotivated in job search
Going to want more than expressed
Need interaction and space mixed
My need to learn to give more warmth to others to get her needs met
Initiative low, may have trouble structuring her approach to the job search
Introversion works against her
Difficulty getting needs met because she is constantly not communicating them
Needs help to build a network
Bottom line: behavior does not communicate her needs
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37. FIRO-B Stage II Interpretation
Compatibility of Needs with Others
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38. Compatibility Theory:
“Degree of fit” between two people
Based on the degree of compatibility for Expressed and Wanted Needs for Inclusion, Affection, and Control
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39. Case Study: Personal Relationship Susan Charlie7 3 5 15 E 9 1 10 w 8 18 W 4 33
Challenges:
Susan: going to be starved for interaction/involvement/feedback/support
Charlie: going to feel bothered, intrusions, will feel she’s too needy, push away
Control issues: Susan will want some, but Charlie want it all. It’s okay for Charlie to take the lead, but Susan must be included.
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40. Originator Compatibility
How much two people conflict over who will initiate and who will receive behavior
(e.g.,) Two persons with high expressed needs for control and low wanted needs for control will both want to initiate and won’t want to take direction
Can lead to competition and conflict
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41. Originator Conflict
Have you been in a relationship with originator conflict?
How did you deal with it?
How might you deal with it better/differently in the future?
Discussion
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42. Reciprocal Compatibility
Measures how well each person can act in ways to meet their needs in a relationship
(e.g.,) a person with High Expressed Need for Control and Low Need for Wanted Control paired with a person with a Low Expressed Need for Control and High Wanted Need for Control will have high reciprocal compatibility
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43. Reciprocal Compatibility
Have you been in a relationship with high reciprocal compatibility?
How did the relationship develop?
Any drawbacks to high compatibility?
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44. Interchange Compatibility
Measures how much two persons share need strengths
e.g., two persons with High Needs for Expressed and Wanted Affection will be compatible because both will see Affection behaviors as the basis of the relationship—they will engage one another around affection needs
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45. Interchange Compatibility
If you are high in both wanted and expressed Inclusion, Control, or Affection, have you had relationships with others who were high in the same areas?
(e.g.,) Two best friends who are President and VP of a Student Organization
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46. Questions for Self-Exploration
What Expressed and Wanted Need Profiles are compatible with yours?
When you think about key relationships in your life, does level of compatibility explain areas of agreement and areas of tension?
Is your Expressed and Wanted Need for Control consistent? If not, what are the implications in your relationships?
What do these needs suggest about your level of interest in leading or managing others?
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47. Groups
Compatibility is the dominant factor in explaining the productivity of groups
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48. Stages of Group Development
1. Inclusion – in formative stage, group must decide who is to be a member and how to recognize membership
2. Control – group then turns to issues of decision-making, responsibility and the distribution of power and influence
3. Affection – groups decide how close or personal they want to be with one another
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49. FIRO-B Stages III and IV Interpretation
Stage III: Behavior Associated with Inclusion, Control and Affection at Work
Stage IV: Team Roles Suggested by Your Profile
Before next slide:
What are some behaviors you would predict from people with high eI at work?
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50. High Expressed Inclusion at Work
Talking and joking with others
Taking a personal interest in others
Involving others in projects and meetings
Recognizing others’ accomplishments
Incorporating others’ ideas and suggestions
Offering helpful info or tips, mentoring
Before next slide:
What roles might someone with high eI play on a work team?

51. Team Roles High Expressed Inclusion: Clarifier
Presents issues or solutions for clarification
Summarizes discussion
Introduces new members to the team
Keeps members up to date
Provides group with facts and data
Before next slide:
What are some behaviors you would predict from people with high wI at work?
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52. High Wanted Inclusion at Work
Frequenting heavily trafficked areas (water cooler)
Wearing distinctive clothing
Decorating workspace with keepsakes
Seeking recognition or responsibility
Getting involved in high profile projects
Going along with the majority opinion
Before next slide:
What roles might someone with high wI play on a work team?

53. Team Roles High Wanted Inclusion: Tension-Reducer
Helps the team move along by joking at appropriate moments
Redirects group in tense moments
Builds on common interests of group members
Before next slide:
What roles might someone with low eI play on a work team?
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54. Team Roles Low Wanted Inclusion: Individualist
Not an active team player
Sees meetings as unnecessary or distracting
May work on other tasks or hold side conversations during meetings
May not follow through or cooperate with group decisions
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55. Personal Reflection
Are you satisfied with the level of Inclusion that you feel with your co-workers, managers, and organization?
Are there ways that you can express your social interest more clearly to others and encourage them to include you?
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56. Team Roles Do you tend to be more of a Tension-Reducer, Clarifier, or Individualist?
Does playing this role help you meet your personal and professional needs (i.e., advancement, influence on decisions, etc.)
Are other roles more appropriate in some situations?
Before next slide:
What are some behaviors you would predict from people with high eC at work?
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57. High Expressed Control at Work
Assuming positions of authority
Advancing an idea within the group
Taking a competitive stance and making winning a priority
Managing the conversation
Influencing others’ opinions
Establishing structured tasks, procedures, policies
Before next slide:
What roles might someone with high eC play on a work team?

58. Team Roles High Expressed Control: Director
Pushes for action and decision-making
May interrupt others or monopolize air-time
May be unrealistically optimistic about what can be accomplished
Before next slide:
What are some behaviors you would predict from people with high wC at work?
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59. High Wanted Control at Work
Asking for help
Involving others in decision-making
Requesting precise instructions and clarification
Deferring to the wishes, needs, and requests of others
Asking for permission and circulating progress details
Raising issues for others to consider
Before next slide:
What roles might someone with high wC play on a work team?

60. Team Roles High Wanted Control: Questioner
Seeks orientation and clarification
Constructive critic of the team and its members
May use questions to postpone closure or decisions
Before next slide:
What roles might someone with low wC play on a work team?
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61. Team Roles Low Wanted Control: Rebel
Struggles to establish a position within the group
May criticize others
Challenges the status quo
May refuse to comply with group decisions
Provides alternative ideas but may have difficulty with follow-through
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62. Personal Reflection
Are you satisfied with the amount of influence you have on others, on important decisions, and the direction of your company?
Are you satisfied with the amount of direction you receive?
If not, how can you meet these needs better?
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63. Team Roles Do you tend to be more of a Director, Questioner, or Rebel?
Does playing this role help you meet your personal and professional needs (i.e., advancement, influence on decisions, etc.)
Are other roles more appropriate in some situations?
Before next slide:
What are some behaviors you would predict from people with high eA at work?
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64. High Expressed Affection at Work
Reassuring and supporting colleagues
Giving gifts to show appreciation
Exhibiting concern about the personal lives of others
Being trustworthy and loyal
Sharing personal opinions or private feelings about issues
Coaching and developing others
Before next slide:
What roles might someone with high eA play on a work team?

65. Team Roles High Expressed Affection: Encourager
Builds the ego or status of others
Friendly, warm, responsive, diplomatic
May sacrifice the truth to maintain good relationships
Before next slide:
What are some behaviors you would predict from people with high wA at work?
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66. High Wanted Affection at Work
Being flexible and accommodating
Listening carefully to others
Displaying an open body posture
Sharing feelings of anxiety, sadness, loneliness
Trying to please others
Giving others more than they want or need
Before next slide:
What roles might someone with high wA play on a work team?

67. Team Roles High Wanted Affection: Listener
Maintains participative attitude and interest nonverbally
Involved in group goals
Shows interest by receptive facial and body expressions
Before next slide:
What roles might someone with low wA play on a work team?
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68. Team Roles Low Wanted Affection: Cautioner
Expresses concern about the direction of the group
Relays doubts about the success of initiatives planned
Shows reluctance to get swept up by group energy
Provides careful analysis of potential problems
Devil’s advocate
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69. Personal Reflection
Are you satisfied with the amount of affection you both give and receive at work?
If not, how can you extend yourself more to others and signal your interest in them more clearly?
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70. Team Roles Do you tend to be more of a Listener, Encourager, or Cautioner?
Does playing this role help you meet your personal and professional needs (i.e., advancement, influence on decisions, etc.)
Are other roles more appropriate in some situations?
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71. FIRO-B Stage IV Interpretation (Continued)
Team Roles Suggested by Your Profile
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72. Team Roles High Expressed Affection & High Expressed Inclusion: Initiator
Suggests procedures or problems as discussion topics
Proposes alternative solutions
“Idea person”
Encourages others to share in discussions
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73. Team Roles High Expressed Inclusion & High Expressed Control Energizer
Urges team toward decision-making
Insists on covering the agenda
Prods the team into action
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74. Team Roles Low Wanted Inclusion & Low Wanted Control Opinion-Giver
State a belief or opinion on all issues
Offers predictions based on past experiences
Works independently from the group
Does not try to become part of the inner circle
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75. Team Roles High Expressed Affection & High Wanted Control Harmonizer
Agrees with the group
Reconciles opposing positions
Understands, complies, and accepts
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76. Team Roles High Expressed Affection & High Expressed Control Consensus-Taker
Checks for agreement
Brings closure to discussions
Confronts unacknowledged feelings in the group
Wants to build a close-knit, powerful team
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77. Team Roles High Expressed Control & Low Wanted Affection Taskmaster
Tries to keep group focused on its central purpose and required outcomes
Ignores social chit-chat
Believes that team members don’t have to like each other on the job
Reminds group that this is a business and not a family
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78. Team Roles Do you fit the profile of an Initiator, Energizer, Opinion-Giver, Harmonizer, or Taskmaster?
Does playing this role help you meet your personal and professional needs (i.e., advancement, influence on decisions, etc.)
Are other roles more appropriate in some situations?
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79. The FIRO-B and Team Dynamics Case Studies
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80. Matches and Mismatches
The best matches occur when the expressed needs of one person are equal (or similar) to the wanted needs of another
A match in two need areas usually means that the two people feel they “click”
Friction is greatest when the mismatch occurs in the strongest total need area
Mismatches in the lowest total need area usually don’t contribute to much difficulty
See case examples
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81. Team A: Complementary or Strained?
High
Low w
Wendell I C A e
Low
High w
Chris
Each member’s interpersonal needs art satisfied by the needs of at least one of the other members.
Wendell’s high need for Expressed Control complemented Chris’s high need for Wanted Control. Chris felt more comfortable as a team member when he had a clear sense of direction and structure, which Wendell was willing to provide. Likewise, Kim’s high need for Expressed Affection was complemented by both Wendell and Chris’s high need for Wanted Affection I C A e
Low
High w
Kim
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82. Team B: Complementary or Strained?
Low
High w
Kate I C A e
Low
High w
Aisha
The interpersonal needs of the team members are frustrated. For example, all three members had a high need for Wanted Inclusion. These needs went unmet because no one on the team had a high need for Expressed Inclusion. In addition to having needs that were unmet, there were also needs that were in direct conflict. For example, Terry’s high Expressed Control need conflicted with Kate and Aisha’s low Wanted Control. I C A e
Low
High w
Terry
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83. FIRO-B Stage V Interpretation
Research with Professional Managers
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84. High Expressed Inclusion scores were related to
Leading subordinates
Setting a development climate
Building and mending relationships
Compassion and sensitivity
Putting people at ease
Acting with flexibility
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85. High Expressed Affection Scores Were Related to
Resourcefulness
Leading employees
Setting a development climate
Building and mending relationships
Compassion and sensitivity
Self awareness
Putting people at ease
Acting with flexibility
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86. High Wanted Affection Scores were…
Positively related to compassion, sensitivity, and putting people at ease
Inversely related to problems with interpersonal relationships and difficulty molding a staff
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87. Expressed and Wanted Control
High Expressed Control scores were related to decisiveness
High Wanted Control scores were related to difficulty to molding a staff and difficulty making strategic transitions
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88. The FIRO-B is a Valuable Tool in Organizational Consultation
Dr. Debra Nelson and Dr. Jim Quick administered the FIRO-B to nine members of the the management team at the Chaparral Steel Company to strengthen understanding of how interpersonal needs effect work teams
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89. Interpersonal Needs and Organizational Level
Few differences in interpersonal needs among people at various levels within corporations
On Expressed Control, however, ranking of scores corresponds perfectly with organizational level (i.e. the higher the level, the higher the need)
Hourly workers have the highest need for Wanted Control and higher needs for Expressed and Wanted Affection
Highest score for lower-level employees is Wanted Affection. Are these needs being met?
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90. Thanks for your Attention!
Questions?
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