CHAPTER 8. INTERPERSONAL AND GROUP DYNAMICS …

CHAPTER -by- CHAPTER Notes and Teaching SuggestionsCopyright 2003 by Joan V. Gallos and Jossey-Bass/A Wiley Company, 989 Market St., SanFrancisco, CA 94103 All rights reserved. No parts of this publication may be reproduced, stored in a retrievalsystem, or transmitted, in any form or by any means, electronic, mechanical, photocopying,recording, or otherwise, without the prior written permission of the 1 - CHAPTER 8. INTERPERSONAL AND GROUP DYNAMICSCHAPTER 8 OVERVIEWC hapter 8 Summary_____In CHAPTER 8, the authors explore INTERPERSONAL and GROUP DYNAMICS in spend much of their time at work interacting with others. They often findthemselves pondering why people behave as they do and what to do about it. Skills inunderstanding and handling INTERPERSONAL relationships are essential for goodmanagement, powerful leadership, and effective organizations. The authors argue thatinterpersonal relationships in organizations most often go awry not because managerialintentions are incorrect or insincere but because managers lack INTERPERSONAL on the work of Argyris and Sch n, the authors present a normative model foreffective INTERPERSONAL behavior in organizations.

Interpersonal interactions are filled with potential for confusion, ambiguity, and misunderstandings. Exploring why this is so and what can be done is one possible focus for working with Chapter 8. Chapter 8: Cases Focusing on Understanding Interpersonal Exchanges The Anne Barreta case presented in the chapter is a perfect starting place for a ...

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