INTERPERSONAL RELATION ORIENTATION

In 1958, Will Schutz published The Interpersonal Underworld (FIRO) (Schutz, 1966), containing his new theory of interpersonal behavior. FIRO (Fundamental Interpersonal Relations Orientation) theory continues to be an important tool for human resource development specialists, consultants, and therapists. Although the theory concerns individual orientations, it has application to all interpersonal and group work.

FIRO Theory and Behavior

Schutz theorized that people’s behavior in interpersonal relationships is based on three dimensions. These are:

^? Inclusion: Being allowed contact with others; the issue of acceptance or rejection by others.

^? Control: Having control or influence over other people; the question of power and authority

^? Affection/Openness: The original term, “affection,” meant giving and receiving love, affection, friendship, etc. Shutz later decided (Schutz, 1982, 1989) that affection was a feeling dimension, not a behavioral one, and changed the term to “openness” to reflect its behavioral aspect. Openness is the degree to which one is comfortable sharing one’s thoughts and feelings with others.

^? Expressed-Received: How we act toward others and how they act toward us.

^? Perceived-Wanted: What we think is happening and what we say we want to happen.

The Instruments

Schutz’s original instrument, the FIRO-B (behavior), measures both an individual’s behavior and the behavior of others with whom the individual interacts. The instrument is an effective tool for showing people the differences between what they say they want from others and what they actually express as wants or needs.
To broaden FIRO theory to the organizational level, Schutz developed The Schutz Measures: An Integrated System for Assessing Elements of Awareness (University Associates, 1982). He extended the FIRO-B’s interpersonal-relationship components to five areas or “elements” of life: Behavior, Feelings, Self-Concept, Relationships, and Job. Each instrument measures different aspects, as shown in the tables that follow.¹¹ Tables reprinted by permission of Will Schutz, WSA, 61 Camino Alto, Suite 100-C, Mill Valley, CA 94941.

		Perceived (See)	Wanted (Want)
Expressed (Do)	Inclusion Control Openness	I include people. I control people. I am open with people.	I want to include people. I want to control people. I want to be open with people.
Received (Get)	Inclusion Control Openness	People include me. People control me. People are open with me.	I want people to include me. I want people to control me. I want people to be open with me.

		Perceived (See)	Wanted (Want)
Expressed (Do)	Significance Competence Likeability	I feel people are significant. I feel people are competent. I like people.	I want to feel people are significant. I want to feel people are competent. I want to like people.
Received (Get)	Significance Competence Likeability	People feel I am significant. People feel I am competent. People like me.	I want people to feel I am significant. I want people to feel I am competent. I want people to like me.

		Perceived (See)	Wanted (Want)
Behavior	Inclusion Control Openness	I feel fully alive. I control my own life. I am aware of myself.	I want to feel fully alive. I want to control my own life. I want to be aware of myself.
Feelings	Significance Competence Likeability	I feel significant. I feel competent. I like myself.	I want to feel significant. I want to feel competent. I want to like myself.

ELEMENT J: Job (Rating-Scale Names)

Use of the Instruments
Schutz’s work is valuable not only on an interpersonal level (as used by trainers, psychologists, counselors, etc.), but also in organizations (in team-building sessions and to facilitate change, for example), because it has been found that people who have a greater understanding of themselves and of others are more likely to get along, to work together harmoniously, and to experience fewer misunderstandings. Designed to be administered by a trainer or consultant, The Schutz Measures can be used for personal growth (employee and leadership training) to provide insight about the respondents’ self-concepts, their behavior and feelings toward others, their relationships, and their interpersonal fit on the job. As part of training aimed at change, the instruments can help to “unfreeze” individuals by providing information they can use to set goals. The instruments also are valuable as pre- and post-training measurements to track changes in behavior and feelings as a result of training programs. Combining elements allows in-depth exploration of issues such as motivation, communication, job selection and placement, team building, and self-concepts.

INTERPERSONAL RELATIONS ORIENTATION