Interpersonal behavior

It is also possible that there may not be a strict isomorphism between personality disorders and other diagnostic entities. Thus, a personality disorder may be a psychological condition that only exists in patients who have a major psychiatric disorder, such as schizophrenia, atypical depression, or social phobia. One example is mania, which can present with interpersonal behaviors such as attacking people s weaknesses, sensitivity to division, and manipulative behavior with staff. This syndrome disappears completely, however, when the patient undergoes treatment with a mood stabilizer. 

Hokanson, J.E., Sacco, W.P., Blumberg, S.R., and Landrum, G.C. (1980). Interpersonal behavior of depressive individuals in a mixed-motive game. Journal of Abnormal Psychology, 89, 320-332. 

ILLUSTRATING THE CLASSIFICATION OF INTERPERSONAL BEHAVIORS INTO 16 VARIABLE CATEGORIES... 

From Multilevel Measurement of Interpersonal Behavior, Dr. Timothy Leary s first book (1957), which has been followed by more than two dozen others. 

Among alcohol s effects, those involving intery)ersonal behavior are of great social interest. As the word implies, interpersonal means betw een people. The interpersonal behaviors of sex and aggression in combination with alcohol have garnered the greatest interest and concern. 

Encourage proper affective and interpersonal behavior on the team. Not only is this important from a quality of work life point of view, but the long-term viability of the team depends on the members willingness to work with each other in the future. Many key indicators of proper affect within the team should be present or encouraged, such as the following ... 

Schutz, W. C. (1958). FIRO A three dimensional theory of interpersonal behavior. New York Holt, Rinehart Winston. 

Social interaction processes. Interpersonal behaviors that are involved in enacting structures and systems, including leadership at every level, negotiations, problemsolving, decision-making, power and influence, teamwork, and partnerships with multiple stakeholders. 

Figure 12.18 The ten-year TRIR record of one ExxonMobil facility indicates powerful influence of interpersonal behavior-based coaching.

Triandis, H. C., Interpersonal Behavior, Brooks/Cole, Monterey, CA, 1977. 

Some sociologists, anthropologists, and moral philosophers consider reciprocity a universal norm that motivates a good deal of interpersonal behavior (Cialdini, 1993 Gouldner, 1960). Simply put, people are expected to help those who have helped them. You can expect people to comply with your request if you have done a favor for them. This is the principle behind Covey s (1989) claim that we need to make deposits in another person s emotional bank account before making a withdrawal. 

Finally, encouragement or especially corrections from a coworker are more apt to be taken as a sign of true caring for team success. Interpersonal behavior-based feedback is the most effective way to direct and motivate teammates to do what needs to be done to make a team successful. In other words, interpersonal feedback is crucial for reaping optimal synergy from teamwork. 

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