FIRO B (Fundamental Interpersonal Relations Orientation

- Behavior™):

• Created by Will Schutz, 1958

• A classic tool for building team compatibility
• A unique, world-leading indicator of interpersonal style.
• Ideal for team building, development and coaching.

The FIRO-B® instrument identifies:

• How you tend to behave toward others and
• How you want them to behave toward you.
Your FIRO-B results can help you increase your self
understanding in a number of important areas, including how
you handle interpersonal relationships and your own social
needs, how others perceive you, and how you see them.
FIRO-B questionnaire
The Fundamental Interpersonal Relations Orientation�  - Behaviour
(FIRO-B�) instrument is a unique tool that focuses on interpersonal
relationship styles to examine how a person typically behaves
towards others, and how they would like other to behave towards
them.  It is an exceptionally powerful tool for increasing self-
awareness, and for helping to understand difference workplace
relationships and the impact of one person�s style on others.
The FIRO-B instrucment is a flexible tool that can be used in one-to-
one, team or group situations. 

Business applications
Teambuilding and development
The FIRO-B instrument is a powerful tool when used in executive
coaching or self-development.  It helps individuals to increase their
self-awareness and interpersonal effectiveness, by identifying and
understanding their interpersonal style.
Management and Leadership Development
The FIRO-B instrument is ideal to use with new and experienced
managers; it will enable them to understand their natural style and
what impact this has on the way they communicate, to involve
others in decision-making and to delegate responsibility.
Benefits for the organisation
The FIRO-B instrument is a unique tool which can offer insight into
interpersonal needs and behaviours.  Professionally led feedback
sessions and comprehensive narrative reports give practical
suggestions for how to improve relationships or increase
effectiveness.
This tool can be easily combined with others, such as the MBTI�
instrument, to present a comprehensive view of personal style for
use in self and group development.
This tool can be introduced easily to existing HR practices for greater
effectiveness.  For example, when used in coaching, the FIRO-B will
help an individual to understand their motivation, choices and
flexibility in working with others.  When used as part of a team
programme, undertaking the FIRO-B assessment enables the team
to open up, giving them an objective, practical framework that can
be used to overcome barriers to effective team operation and
communication.
Fundamental Interpersonal Relations Orientation (FIRO) is a theory of interpersonal
relations, introduced by William Schutz in 1958. This theory mainly explains the
interpersonal underworld of a small group. The theory is based on the belief that
when people get together in a group, there are three main interpersonal needs they
are looking to obtain - affection/openness, control and inclusion. Schutz developed a
measuring instrument that contains six scales of nine-item questions that he called
FIRO-B. This technique was created to measure or control how group members feel
when it comes to inclusion, control, and affection/openness or to be able to get
feedback from people in a group.

These categories measure how much interaction a person wants in the areas of
socializing, leadership and responsibilities, and more intimate personal relations.
FIRO-B was created, based on this theory, a measurement instrument with scales
that assess the behavioral aspects of the three dimensions. Scores are graded from
0-9 in scales of expressed and wanted behavior, which define how much a person
expresses to others, and how much he wants from others. Schutz believed that FIRO
scores in themselves were not terminal, and can and do change, and did not
encourage typology; however, the four temperaments were eventually mapped to the
FIRO-B scales, which led to the creation of a theory of Five Temperaments.

Schutz himself discussed the impact of extreme behavior in the areas of inclusion,
control, and affection as indicated by scores on the FIRO-B. For each area of
interpersonal need the following three types of behavior would be evident: (1)
deficient, (2) excessive, and (3) ideal. Deficient was defined as indicating that an
individual was not trying to directly satisfy the need. Excessive was defined as
indicating that an individual was constantly trying to satisfy the need. Ideal referred to
satisfaction of the need. From this, he identified the following types:
Inclusion types.
• the undersocial (low EI, low WI)
• the oversocial (high EI, high WI)
• the social (moderate EI, moderate WI)
Control types
• the abdicrat (low EC, high WC)
• the autocrat (high EC, low WC)
• the democrat (moderate EC, moderate WC)
Affection types
• the underpersonal (low EA, low WA)
• the overpersonal (high EA, high WA)
• the personal (moderate EA moderate WA)
Relationships

How do Leaders Develop Effective

Relationships?

How do Leaders Stress their

relationships?

How do Leaders relate to their

people?

What skills are needed to effectively

relate to subordinates?
Group Dynamics

•Instillation of Hope
•Universality
•Imparting of Information
•Altruism
•Recapitulation of the Primary Family
•Socialising Techniques
•Imitative Behaviour
•Interpersonal Learning
•Group Cohesiveness
•Catharsis
•Existential Factors
Expressed and Wanted

Inclusion Control Affection

Expressed Expressed Expressed Expressed

Behavior Inclusion Control Affection

Wanted Wanted Wanted Wanted

Behavior Inclusion Control Affection
FIRO-B measures …
… how a person typically behaves towards others and how that
person would like others to behave towards him or her.

INCLUSION CONTROL AFFECTION

expressed I make an effort to I try to exert I make an effort to

include others in control and get close to people.
my activities. I try influence over I am comfortable
to belong, to join things. I enjoy expressing personal
social groups – to organising things feelings and I try to
be with people as and directing be supportive of
much as possible others. others.
wanted I want other I feel most I want others to act
people to invite comfortable warmly with me and
me to belong. I working in well- when they towards
enjoy it when defined situations. me. I enjoy it when
others notice me. I try to get clear people share their
expectations and feelings with me
instructions and encourage my
efforts.
Build and Maintain Effective Relationships

A person with matched with a person with

High Expressed In High Wanted In

Low Expressed In Low Wanted In
High Expressed Co High Wanted Co
Low Expressed Co Low Wanted Co
High Expressed Aff High Wanted Aff
Low Expressed Aff Low Wanted Aff
Who are you?
Inclusion Control Affection

Expressed H H H
Wanted H H H

People Gather Dependent Optimist

Independent
Conflict

People Gatherer: Not only outgoing but also compulsively driven towards people.
High need to belong and to be centre of attention. If physically isolated – eg on
business trip to strange city/country, will either strike up conversation with
strangers or make long phone calls to family, friends or colleagues.

Dependent-Independent Conflict:2% of Western population, but >50% of Chinese

or Indian (or other Asian) population. Natural part of hierarchical culture.

Optimist: Not only initiate warm, close or intimate relationships but also quite
comfortable when others initiate this behaviour. Somewhat indiscriminate in
sharing with his/her network.
Who are you?

Inclusion Control Affection

Expressed L L L
Wanted L L L

Loner rebel pessimist

Loner: most comfortable when they can distance themselves,

or be very selective with whom they associate.

Rebel: Not only avoid decisions but also most comfortable

when not controlled by others. Could be a good leader but will
only move at own pace.

Pessimist: Very cautious about becoming emotionally involved.

Close relations will be few and far between. If and when they
share, it will be at superficial level.