OB SEM 1 MODULE 4

Q1. What is a Group? Classify Groups and Explain why people join groups.
Ans. Group: A group is a collection of individuals who interact with each other, share
common goals, and have a sense of unity or belonging. Groups can vary in size and
purpose, ranging from small informal gatherings to large formal organizations. People join
groups for various reasons, and groups play a crucial role in social, organizational, and
psychological contexts.
Classifications of Group:
1. Formal Group:
• Definition: Formal groups are intentionally created within an organization
to achieve specific objectives.
• Characteristics: They have a designated structure, clear roles, and a defined
purpose. Examples include work teams, committees, and project groups.
• Purpose: Achieving organizational goals, solving complex problems, and
facilitating communication within the formal structure.
2. Informal Group:
• Definition: Informal groups are formed naturally among individuals within
an organization based on personal relationships, common interests, or
social interactions.
• Characteristics: They lack a formal structure and are not officially recognized
by the organization. Examples include friendship groups and social circles.
• Purpose: Fulfilling social needs, providing emotional support, and enhancing
workplace satisfaction.
3. Command Group:
• Definition: Command groups are formed based on the hierarchical structure
of an organization, where individuals report to the same supervisor or
manager.
• Characteristics: Membership is determined by the organizational chart, and
members work together to achieve common objectives under the direction
of a leader.
• Purpose: Executing tasks efficiently and following the formal chain of
command.
 4. Task Group:
• Definition: Task groups are formed to accomplish a specific job or task within
a defined time frame.
• Characteristics: Members come together to achieve a common goal or
complete a specific project, and once the task is completed, the group may
dissolve.
• Purpose: Focusing on a particular objective or project and leveraging diverse
skills for effective problem-solving.
5. Interest Group:
• Definition: Interest groups are formed around shared hobbies, activities, or
common interests unrelated to work.
• Characteristics: Members come together voluntarily based on their mutual
passions or hobbies, and the group's purpose is often centered on non-work-
related activities.
• Purpose: Enjoying shared interests, hobbies, or activities outside the formal
organizational structure.
6. Friendship Group:
• Definition: Friendship groups are formed based on personal relationships
and mutual liking among members.
• Characteristics: Members share personal experiences, feelings, and support
each other in both professional and personal aspects.
• Purpose: Providing emotional support, companionship, and a sense of
belonging.
Reasons Why People Join Groups:
1. Security:
• People join groups to feel secure and protected. Groups provide a sense of
belonging and safety, especially in challenging or uncertain situations.
2. Status:
• Group membership can enhance an individual's social status. Being part of
prestigious or influential groups may elevate one's social standing and
reputation.
3. Self-esteem:
• Groups contribute to an individual's self-esteem by providing a sense of
identity and recognition. Positive feedback and validation from group
members boost self-worth.
 4. Affiliation:
• Human beings are social creatures, and the need for social interaction and
companionship motivates individuals to join groups. Affiliation fulfills the
basic human desire for social connections.
5. Power:
• Some individuals join groups to gain power or influence. Group
membership can provide access to resources, information, and decision-
making processes, enhancing one's ability to exert control.
6. Goal Achievement:
• Groups are often formed to achieve specific goals or objectives that
individuals cannot accomplish alone. The collective efforts of group
members contribute to goal attainment.
Understanding these classifications and reasons for joining groups is essential for both
organizational management and interpersonal dynamics. Effective group management
involves recognizing and leveraging the diverse needs and motivations of individuals
within different types of groups.

Q2. Explain the Five Stage Model of Group Development.

Ans. The Five Stage Model of Group Development, also known as Tuckman's Stages of
Group Development, was proposed by psychologist Bruce Tuckman in 1965. The model
describes the various stages that groups go through as they form, develop, and eventually
disband. The stages are as follows:
1. Forming Stage:
• Characteristics: In this initial stage, group members are polite and try to get
to know each other. There's a sense of uncertainty and anxiety.
• Behaviors: Individuals are often cautious in their interactions and may rely
on superficial conversation to establish a sense of belonging.
• Leadership: Leadership is typically directive as members look for guidance
and clarification on their roles and responsibilities.
 2. Storming Stage:
• Characteristics: Conflict and disagreement emerge as individuals express
their opinions and vie for leadership and control within the group.
• Behaviors: Members may challenge the group's goals, rules, and authority.
Cliques may form, and power struggles can arise.
• Leadership: Leadership may be contested as different members try to
influence the group. The leader needs to facilitate open communication and
manage conflicts.
3. Norming Stage:
• Characteristics: Group cohesion begins to develop, and conflicts are
resolved or managed. Norms and values are established, and a sense of unity
emerges.
• Behaviors: Members start to accept each other and appreciate their
differences. They collaborate more effectively and develop a sense of trust.
• Leadership: The leader's role becomes more facilitative. The focus shifts to
maintaining positive group dynamics and reinforcing norms.
4. Performing Stage:
• Characteristics: The group is now highly functional, and members work
together seamlessly to achieve common goals. Productivity is at its peak.
• Behaviors: Group members are committed to the group's mission, and
communication is efficient. Creativity and problem-solving are optimized.
• Leadership: The leader's role is more hands-off, and the emphasis is on
delegating tasks and supporting the group's autonomy.
5. Adjourning Stage:
• Characteristics: Also known as the "mourning" stage, this is when the
group disbands after completing its task or project.
• Behaviors: Members may experience a sense of loss as the group comes to
an end. Reflection on achievements and relationships within the group
occurs.
• Leadership: The leader helps the group recognize its accomplishments,
provides closure, and helps members transition to new endeavors.
It's important to note that not all groups go through these stages in a linear fashion, and
some groups may experience regression to earlier stages, especially when facing significant
challenges or changes. Additionally, the stages may occur more quickly or slowly
depending on the nature of the group and the task at hand.
Q3. What is a Team? Explain the Characteristics and Types of Teams.
Ans. A team is a group of individuals working together to achieve a common goal or
objective. Teams are an essential aspect of organizational structures and are formed to
leverage the collective skills, knowledge, and abilities of their members. Effective teams
often exhibit specific characteristics that contribute to their success in achieving tasks and
fostering a positive working environment.
Characteristics of Teams:
1. Common Purpose:
• Teams have a shared vision or goal that unites and motivates members. This
common purpose provides direction and focus, aligning individual efforts
toward achieving a collective objective.
2. Clear Roles and Responsibilities:
• Successful teams define and assign roles and responsibilities to each
member. This clarity ensures that everyone understands their contribution
to the team's success and helps in avoiding confusion or duplication of
efforts.
3. Effective Communication:
• Open and transparent communication is crucial for team success. Members
should feel comfortable expressing their ideas, providing feedback, and
discussing challenges. Effective communication fosters collaboration and
prevents misunderstandings.
4. Mutual Accountability:
• Team members hold each other accountable for their individual
contributions and the overall team performance. Accountability creates a
sense of responsibility and encourages members to meet their commitments,
ensuring the team's success.
5. Trust and Cohesion:
• Trust is a fundamental element of successful teams. Members need to trust
each other's abilities, intentions, and reliability. Cohesion, or a sense of
unity, is built through shared experiences, mutual respect, and a supportive
team culture.
Types of Teams:
1. Problem Solving Teams:
• These teams are formed to address specific issues or challenges within the
organization. They usually have a defined timeframe to identify, analyze,
and solve a particular problem. Members contribute their expertise to find
solutions and make recommendations.
2. Self-Managed Work Teams:
• In self-managed work teams, members are empowered to make decisions
regarding their day-to-day work. They have control over planning,
organizing, and coordinating tasks without direct supervision. This type of
team structure promotes autonomy and can lead to increased job
satisfaction.
3. Cross-Functional Teams:
• Cross-functional teams consist of individuals with diverse skills and
expertise from different departments or functional areas within the
organization. These teams are designed to break down silos, enhance
collaboration, and address complex projects that require a range of
perspectives.
4. Virtual Teams:
• Virtual teams operate remotely, with members geographically dispersed and
connected through technology. Communication and collaboration in
virtual teams rely heavily on digital tools. Effective virtual team
management requires strategies to overcome challenges related to distance,
time zones, and cultural differences.
Q4. Difference Between.
Ans.

Aspect Groups Teams

Collection of individuals with
shared interests or Organized set of individuals working
Definition characteristics. together to achieve a common goal.
May exist for information
sharing, discussion, or social Formed to accomplish specific tasks
Purpose interaction. and goals.
Limited interdependence among High level of interdependence and
Interdependence members. collaboration.
May have a leader or
coordinator, but leadership role Typically has a designated leader with
Leadership is often less defined. clear roles and responsibilities.
Collective accountability where team
Individual members are members hold each other responsible
Accountabilityaccountable for their own tasks. for overall success.
Communication is often Open, frequent communication is
informal and may not be crucial for coordination and goal
Communication frequent. attainment.
Members may have specific
roles, but they are not always Each member has a defined role that
Roles clearly defined. contributes to the team's success.
Team performance is often greater
Group performance is the sum of than the sum of individual
Performance individual performances. contributions.
Feedback is shared and focused on
Feedback is often individual- both individual and collective
Feedback focused. performance.
Decisions are often made by the Collaborative decision-making is
Decision- leader or through a consensus emphasized, involving input from all
making process. team members.
Study group, social club, or Project team, sports team, or a cross-
Example community gathering. functional work team.
Q5. Write Short Note on Decision Making.
Ans. Decision making is the cognitive process of selecting a course of action from various
alternatives. It involves assessing information, considering consequences, and choosing
the most suitable option to achieve a specific goal or resolve a problem.
The process of decision-making is a complex and iterative one that involves several steps.
Here's a detailed explanation of each step:
1. Define the Problem:
• This is the first and crucial step in decision-making. Clearly articulate and
understand the problem or decision that needs to be made. This involves
identifying the gap between the current state and the desired state. The more
precisely the problem is defined, the easier it is to find a suitable solution.
2. Identify the Decision Criteria:
• Decision criteria are the factors or attributes that are relevant to the decision-
making process. These can include cost, time, feasibility, effectiveness,
ethical considerations, and any other factors that are important for the
specific decision. Identifying these criteria helps in evaluating and
comparing different alternatives.
3. Allocate Weights to the Criteria:
• Assign a relative importance or weight to each decision criterion. This step
is subjective and involves considering the importance of each criterion in
achieving the overall objectives. The weights reflect the significance of each
criterion in the decision-making process.
4. Develop Alternatives:
• Generate possible solutions or alternatives to address the defined problem.
These alternatives should cover a range of possibilities and be
comprehensive in addressing the decision criteria. Brainstorming and
creative thinking can be employed to ensure a diverse set of alternatives.
5. Evaluate the Alternatives:
• Assess each alternative against the decision criteria, taking into account the
weights assigned to each criterion. This involves gathering relevant
information, analyzing potential outcomes, and predicting the
consequences of each alternative. Techniques such as cost-benefit analysis,
SWOT analysis, and risk assessment can be used during this stage.
6. Select the Best Alternative:
• Compare the evaluated alternatives and select the one that best meets the
defined objectives and criteria. This involves considering the overall impact
of each alternative on the organization or situation. The alternative that
aligns most closely with the goals and priorities should be chosen.
It's important to note that decision-making is not always a linear process. Iteration and
revisiting previous steps may be necessary as new information becomes available or as the
decision-makers gain a deeper understanding of the problem. Additionally, involving
stakeholders, considering ethical implications, and being open to feedback are essential
elements in making well-informed decisions.

Factors Affecting Decision Making in an Organization:

Decision-making in an organization is a complex process influenced by various factors.
Following are the factors :
A. Individual Differences:
1. Personality:
• Different personalities can affect decision-making styles. For example,
individuals with a risk-averse personality may be more conservative in their
choices, while those with a risk-seeking personality may be more inclined
to take bold decisions.
• Cognitive styles, such as analytical or intuitive thinking, can also impact
how individuals approach decision-making.
2. Gender:
• Research suggests that gender can play a role in decision-making. Some
studies propose that men and women may have different decision-making
styles, influenced by societal expectations and biological factors.
B. Organizational Constraints:
1. Performance Evaluation:
• Employees may make decisions based on how they believe it will impact
their performance evaluations. Fear of negative consequences or desire for
positive recognition can influence choices.
• The performance measurement criteria established by the organization can
shape decision-making behaviors.
2. Reward System:
• The organization's reward system, including promotions, bonuses, and
recognition, can influence decision-making. Employees may make
decisions that align with the criteria for rewards and recognition.
• If the reward system emphasizes individual achievements, it may impact
collaborative decision-making.
 3. Formal Regulations:
• Organizations operate within a framework of rules and regulations.
Decision-makers need to consider legal and ethical guidelines when making
choices.
• Compliance with formal regulations can sometimes restrict the range of
available options or necessitate specific procedures.
4. System Imposed Time Constraints:
• Time pressures can significantly impact decision-making. Urgency may lead
to hasty decisions or shortcuts in the decision-making process.
• In some cases, time constraints may force individuals to prioritize certain
factors over others, potentially affecting the overall quality of the decision.
5. Historical Precedents:
• Past decisions and their outcomes can influence current decision-making.
Individuals may rely on historical precedents as a reference point for similar
situations.
• This can lead to a preference for familiar strategies or an aversion to risks
based on previous experiences.
In summary, decision-making in organizations is a multifaceted process influenced by a
combination of individual differences and organizational constraints. Understanding these
factors is crucial for effective decision-making and organizational success.

Bounded Rationality: Individuals make decisions by constructing simplified models that

extract the essential features from problems without capturing all their complexity.
Heuristics (shortcut to judgement):
 Availability
 Tendency to base judgement on available information
 Representativeness
 Tendency to base judgement on matching against a pre-existing category
 Anchoring
 Basing judgement on the initial value or anchor and then adjusting it if
necessary
Intuition:
Intuitive Decision Making
+An unconscious process created out of distilled experience.
Conditions Favoring Intuitive Decision Making
+A high level of uncertainty exists
+There is little precedent to draw on
+Variables are less scientifically predictable
+“Facts” are limited
+Facts don’t clearly point the way
+Analytical data are of little use
+Several plausible alternative solutions exist
+Time is limited and pressing for the right decision
Q6. Write a Short Note on Conflict.
Ans. Meaning: Conflict is a perception.
 It is process that begins when one party perceives that another party has affected or
is about to negatively affect something that the first party cares about.
 It is point in ongoing activity when interaction becomes disagreement.
  People experience a wide range of conflicts in organizations over a incompatibility
of goals, difference in interpretations of facts, disagreement over behavioral
expectations etc…
 Conflict can range from disagreement to violent/overt acts.

Types of Conflict:
 Contemporary perspective differentiate types of conflict based on their effects.
1. Functional conflict: Conflict that supports the goals of the group and improves its
performance.
2. Dysfunctional conflict: Conflict that hinders group performance.

1.Task Conflict : Conflict over content and goals of the work.

 Low-to-moderate levels of this type are FUNCTIONAL
2. Relationship Conflict : Conflict based on interpersonal relationships.
 Almost always DYSFUNCTIONAL
3. Process Conflict : Conflict over how works gets done.
 Low levels of this type are FUNCTIONAL
LOCI of Conflict:
1. Dyadic conflict: Conflict that can occur between two people.
2. Intragroup conflict: Conflict that occur within group or team.
3. Intergroup conflict: Conflict between different groups or team.

Process of Conflict:
Stage I : Potential opposition or Incompatibility
Communication : Semantic difficulties, misunderstandings, over communication and
“noise”
Structure
 Size and specialization of jobs
 Jurisdictional clarity/ambiguity
 Member/goal incompatibility
 Leadership styles (close or participative)
 Reward systems (win-lose)
 Dependence/interdependence of groups
Personal Variables : Differing individual value systems , Personality types
Stage II : Cognition and personalization
Important stage for two reasons:
1. Conflict is defined
 Perceived Conflict: Awareness by one or more parties of the
existence of conditions that create opportunities for conflict to arise
2. Emotions are expressed that have a strong impact on the eventual outcome
 Felt Conflict : Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility
Stage III : Intentions
 Intentions
 Decisions to act in a given way
 Note: behavior does not always accurately reflect intent
 Dimensions of conflict-handling intentions:
 Cooperativeness : Attempting to satisfy
the other party’s
concerns
 Assertiveness : Attempting to satisfy
one’s own concerns

 Competing : A desire to satisfy one’s interests, regardless of the impact on the other
party to the conflict.
 Collaborating :A situation in which the parties to a conflict each desire to satisfy
fully the concerns of all parties.
 Avoiding : The desire to withdraw from or suppress a conflict.
 Accommodating : The willingness of one party in a conflict to place the opponent’s
interests above his or her own.
 Compromising : A situation in which each party to a conflict is willing to give up
something
Stage IV: Behavior
 Conflict Management : The use of resolution and stimulation techniques to achieve
the desired level of conflict
 Conflict-Intensity Continuum
Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural variables

Stage V : Outcomes
A) Functional
>) Increased group performance
>) Improved quality of decisions
>) Stimulation of creativity and innovation
>) Encouragement of interest and curiosity
>) Provision of a medium for problem solving
>) Creation of an environment for self-evaluation and change

B) Dysfunctional
>) Development of discontent
>) Reduced group effectiveness
>) Retarded communication
>) Reduced group cohesiveness
>) Infighting among group members overcomes group goals

Q7. Write a Short Note on Stress.

Ans. Meaning: An unpleasant psychological process that occur in response to
environmental pressures.
 A dynamic condition in which an individual is confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the outcome
is perceived to be both uncertain and important.
Managing Stress:
A) Individual Approaches:
1. Implementing Time Management: Efficiently organizing and prioritizing tasks to
reduce time-related stress.
2. Increasing Physical Exercise: Regular physical activity helps release tension and
promotes overall well-being.
3. Relaxation Training: Techniques such as deep breathing or meditation to calm the
mind and body.
4. Expanding Social Support Network: Building and maintaining strong
connections with friends, family, and colleagues for emotional support.
B) Organizational Approaches:
1. Improved Personnel Selection and Job Placement: Matching individuals with
jobs that align with their skills and preferences.
2. Training: Providing skills training and development to enhance employees'
abilities to cope with job demands.
3. Realistic Goal Setting: Setting achievable and clear goals to reduce stress
associated with unrealistic expectations.
4. Redesigning of Jobs: Modifying job roles to better fit the skills and capabilities of
employees.
5. Increased Employee Involvement: Involving employees in decision-making
processes and recognizing their contributions.
6. Improved Organizational Communication: Enhancing communication channels
to reduce ambiguity and improve understanding.
7. Offering Employee Sabbaticals: Allowing employees to take extended breaks
from work to recharge and rejuvenate.
8. Establishment of Corporate Wellness Programs: Implementing initiatives
focused on promoting overall health and well-being among employees.

Q8. Write a Short Note on Negotiation.

Ans. Meaning: A process in which two or more parties exchange goods or services and
attempt to agree on the exchange rate for them.
 Negotiation and bargaining words can be used interchangeably.
 Ex: labor negotiate with management, sales person negotiate with customers,
purchasing agent negotiate with suppliers
Process of Negotiation:
1. Preparation and Planning:
• Identify Objectives: Clearly define your goals and what you hope to
achieve through the negotiation.
• Research and Information Gathering: Collect relevant information about
the other party, their interests, and potential areas of agreement or conflict.
• BATNA (Best Alternative to a Negotiated Agreement): Determine your
BATNA, which is your fallback option if the negotiation doesn't result in
an agreement.
• Identify Concessions and Trade-offs: Anticipate potential concessions you
might make and trade-offs you're willing to consider.
2. Definition of Ground Rules:
• Establish Communication Guidelines: Set rules for how communication
will take place, including the format, frequency, and tone.
• Agree on Timing and Location: Determine when and where the
negotiation will occur to ensure convenience and efficiency.
• Confidentiality: Clarify the level of confidentiality regarding the
negotiation process and its outcomes.
 3. Clarification and Justification:
• Exchange Information: Share relevant information to build mutual
understanding and trust.
• Clarify Positions and Interests: Clearly articulate your positions and
underlying interests, and encourage the other party to do the same.
• Justify Proposals: Provide reasons and justifications for your proposals to
help the other party understand your perspective.
4. Bargaining and Problem Solving:
• Negotiate Terms: Engage in a give-and-take process to reach mutually
acceptable terms.
• Explore Creative Solutions: Look for opportunities to create value and find
solutions that address the interests of both parties.
• Manage Concessions: Be strategic in making concessions and consider the
impact on the overall agreement.
5. Closure and Implementation:
• Formalize Agreement: Document the agreed-upon terms in a formal
agreement or contract.
• Confirm Understanding: Ensure that both parties have a clear
understanding of the terms and commitments.
• Plan for Implementation: Develop a plan for implementing the agreement,
including any necessary follow-up actions.
• Address Contingencies: Anticipate potential challenges and discuss how
they will be addressed if they arise.
Throughout the negotiation process, effective communication, active listening, and a
collaborative mindset are crucial for building rapport and reaching a successful outcome.
It's also important to remain flexible and open to adjustments as the negotiation
progresses.
Q9. Explain the framework of Johari Window.
Ans. When two parties interact, they initiate a relationship whose quality is determined
by the contributions each makes, and how these contributions are received by the other.
 An adequate degree of self knowledge and a substantial amount of self-disclosure
to the other person are essential to the development and maintenance of a sound
interpersonal relationship.
 These dimensions of an Individual’s impact on the exchange of such information
have been combined in, and popularly expressed through the Johari Window.
 The Johari window is a technique designed to help people better understand their
relationship with themselves and others.
 It was created by psychologists Joseph Luft (1916–2014) and Harrington Ingham
(1916–1995) in 1955, and is used primarily in self-help groups and corporate
settings as a heuristic exercise.
 There exists a set of data about oneself, part of which is known to the individual,
and part of which is unknown.
 Similarly, the other party has access to information about the individual and also
may be deprived of some relevant facts.
 As described by the axes of the Johari Window, the interaction of these two fields
of knowledge/ignorance forms the foundation for any interpersonal relationship.
 The overall quality of that relationship may be enhanced or inhibited, depending
on the quantity, quality, and relevance of the data available, and whether the
parties choose to use them or ignore them.
 The intersection of the extent of self knowledge and disclosure creates four
quadrants or panes describing differing states of knowledge about the individual:
 The Johari window is a simple and useful tool for self-awareness training,
personality development, interpersonal communication, team development, group
dynamics and intergroup relations.
 It is also known as the disclosure/feedback model of self-awareness.
 It acts as a model of opening up the different lines of communication with others.
 It renders a way to show how we become increasingly more open to others as we
get to know them and share information about ourselves.
1. Open or Arena :
 The Arena is formed from the interaction of information known to both the
individual (self) and others. From a normative stand point, the Arena is the most
desirable domain for ongoing relationships.
 This phase is basically of our conscious self that include our behaviour, attitudes,
motivation, values, and ways of life which we are aware of and which is known to
others. The first pane, by name Arena contains information that one knows about
one’s own self and about which the group knows.
 This is characterized by free and open exchange of information between person’s
own-self and others.
 The behaviour here generally is public and available to everyone.
 The Arena increases in size as the level of trust increases between individuals or
between the individual and his group and more information, particularly personally
relevant information is shared.
2. Hidden or Façade area:
 This area is something that is not known to others unless we disclose it.
 This is an inhibition factor or fear factor which stops a person from being open.
 This pane is also called as “Façade” or “Hidden Area.”
 This information can be kept if one does not see the supportive elements in the
group.
 It is believed that if one starts revealing thoughts, feelings, and reactions, group
members might judge negatively and may react in inappropriate way.
 At the same time, if not taken some risks, there dissipates the opportunity to learn

3. Blind spot
 This particular phase deals with things about ourselves which we do not know, but
that others can notice with profound clarity.
 We assume things to be true of ourselves for various reasons but that others can
perceive it in different way.
 This information may be in the form of mannerism, verbal cues, the way we say
things, the style in which I compare ourselves to others.

4. Unknown:
 The fourth domain is termed the Unknown. In this interpersonal space, the parties
lack conscious awareness of relevant data.
 This absence of awareness by both parties may still have an impact on the quality
of the overall relationship.
 This phase we observe some ignorance of the prevailing traits that cannot selected
by neither subjects nor their peers as they remain in the unknown quadrant.
 This represents the ignorance of recognition of participant's behaviours or motives
by anyone participating.
 The reason attributed to this may be because of collective ignorance of the existence
traits. Here our potential is unknown to us and to others.
 This area represents an unknown area that includes early childhood memories,
latent potentialities, intra personal dynamics, and unrecognized resources.
  An assumption underlying the Johari Model is that as the Arena becomes
proportionately larger, the potential for “good” quality relationships Increases.
 Since the model is believed to be dynamic, this domain may change in size and
shape as a product of expansion or contraction of knowledge by either party.
 The Arena may be enlarged in one of two ways.
 Exposing useful data to others (in an honest and open fashion) that was previously
unknown to them will reduce the size of the hidden (Facade) area.
 Alternatively, actively taking the initiative to obtain the reactions and feelings of
others will shrink what was previously unknown to oneself, thereby decreasing the
Blindspot.
Both processes generally require active effort on the part of one or both persons.