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Why is FIRO important?

The most important factor affecting motivation, morale, performance and output is the compatibility between its people especially the leader and the team members. Most companies recognise this but few know how to create and maintain this compatibility. FIRO theory is probably the most complete and effective approach to building relationships available anywhere in the world today and it is what puts the depth into the whole area of Emotional Intelligence. What does using FIRO achieve? FIRO focusses on the inevitable link between personal needs, values, emotions and defences and how these impact on all our relationships both personal and at work. FIRO theory helps people to understand how they interpret the world through the lens of their own needs and experience. By increasing self-awareness, the lens clears, our emotions become less disruptive and our relationships become more understandable and productive. The effect is that we: become more emotionally intelligent by learning how the same fundamental needs drive both others and ourselves. This increased interpersonal literacy helps us in many ways including communicating, influencing and gaining commitment from others more effectively; generate greater energy and commitment by implementing FIRO theory the clutter of past experience has a less distorting effect on how we approach situations today. We approach people and issues in the light of todays needs and resources and allow the experience of the past to become valuable rather than disruptive releasing new levels of energy and creativity; become a high performing team by developing greater understanding of others and ourselves we lay the foundation for reducing defensiveness and facilitating productive and satisfying relationships. This helps us get more out of our work and career and, at work, leads to the greatest prize of all a trust-based high performing team. How is FIRO different? FIRO is not just a set of questionnaires; it is a major theory about the human condition. FIRO is a philosophy, an approach, a toolkit and a process all of which can be used wherever human relationships are important and hence this means anywhere. It has been used in schools, in residential communities, in coaching, in counselling, in therapy and many other areas. It is the most powerful approach to building relationships in the workplace and can form the basis of many interventions involving leadership, communication, influencing and team development. Many people have heard of the original FIRO-B. Now is the time to unlock the potential of the fuller FIRO theory. In-depth analysis of interpersonal relations The FIRO Element questionnaires are an integrated suite that cover behaviour, feelings and the self. Together they address the Fundamentals of relationships (FIRO stands for Fundamental Interpersonal Relations Orientation) and can be applied to areas and issues such as self-esteem, decision-making, negotiations, team compatibility, defensiveness and all situations where relationships are important.

Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) When you have finished, visit the AMAs website at www.yorku.ca/ama to download the Scoring Key and Analysis Tool that will help you interpret your results.

About the Instrument The Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) is a highly valid and reliable tool that assesses how an individuals personal needs affect that persons behavior towards other individuals. This highly valid and reliable self-report instrument offers insight into an individuals compatibility with other people, as well as providing insight into that persons own individual characteristics. The FIRO-B measures a persons needs for: Expressed Behavior (e) what a person prefers to do, and how much that person wants to initiate action Wanted Behavior (w) how much a person wants others to initiate action, and how much that person wants to be the recipient

The instrument also measures a persons needs for: Inclusion (i) recognition, belonging, and participation Control (c) influence, leading, and responsibility Affection (a) closeness, warmth, and sensitivity

Benefits of the FIRO-B The FIRO-B is an ideal tool to use for interpersonal behavior measurement and assessment, including: management and supervisor development leadership development (used with MBTI as part of the Leadership Report) identifying leadership preferred operating styles employee development team building and explaining team roles improving team effectiveness advancing career development

For each statement that follows, decided which of the following answers best applies to you. Place the number of the answer at the left of the statement. Rating Scale: 1 Usually 2 Often 3 Sometimes 4 Occasionally 5 Rarely 6 Never 1. I try to be with people. 2. I let other people decide what to do. 3. I join social groups.

4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

I try to have close relationships with people. I tend to join social organizations when I have an opportunity. I let other people strongly influence my actions. I try to be included in informal social activities. I try to have close, personal relationships with people. I try to include other people in my plans. I let other people control my actions. I try to have people around me. I try to get close and personal with people. When people are doing things together, I tend to join them. I am easily led by people. I try to avoid being alone. I try to participate in group activities.

For each of the next group of statements, chose one of the following answers: Rating Scale: 1 Most people 2 Many people 3 Some people 4 A few people 5 One or two people 6 Nobody 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. I try to be friendly to people. I let other people decide what to do. My personal relations with people are cool and distant. I let other people take charge or things. I try to have close relationships with people. I let other people strongly influence my actions. I try to get close and personal with people. I let other people control my actions. I act cool and distant with people. I am easily led by people. I try to have close, personal relationships with people. I like people to invite me to things. I like people to act close and personal with me. I try to strongly influence other peoples actions. I like people to invite me to join in their activities. I like people to act close toward me. I try to take charge of things when I am with people. I like people to include me in their activities. I like people to act cool and distant toward me. I try to have other people do things the way I want them done. I like people to ask me to participate in their discussions. I like people to act friendly toward me. I like people to invite me to participate in their activities. I like people to act distant toward me.

For each of the next group of statements, choose one of the following answers: Rating Scale: 1 Usually 2 Often 3 Sometimes 4 Occasionally 5 Rarely 6 Never 41. 42. 43. 44. I try to be the dominant person when I am with people. I like people to invite me to things. I like people to act close toward me. I try to have other people do things I want done.

45. 46. 47. 48. 49. 50. 51. 52. 53. 54.

I like people to invite me to join their activities. I like people to act cool and distant toward me. I try to strongly influence other peoples actions. I like people to include me in their activities. I like people to act close and personal with me. I try to take charge of things when Im with people. I like people to invite me to participate in their activities. I like people to act distance toward me. I try to have other people do things the way I want them done. I take charge of things when Im with people.

Source: Schutz, W.C. (1958). FIRO: A three dimensional theory of interpersonal behaviour. New York; Holt,Rinehart, & Winston.

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