Individual Differences and Interpersonal Relationships — Page 238, Lesson 377

I want to walk you through the start of a new topic: Individual Differences and Interpersonal Relationships, specifically the section on The Individual’s Contribution within a Group. Let’s begin with the ideal interactive style for a pilot. The book tells us that the ideal pilot should have a P + G+ interactive style. What does that mean? It means they are equally concerned with two things: first, the morale and well-being of the other team members, and second, the efficient operation of the flight. So it's a balance — you care about the people and the mission. There's a diagram showing this interactive style, which you can see on screen: `` Now, let's move into the core idea: the group or team. When we talk about a group, it implies that there are certain characteristics shared among the people present that set them apart from others and give them a sense of belonging. It also implies that there are shared goals, values, interests, and motives among the group members. So a team isn't just a collection of people — it's people who share something meaningful. Working alone is relatively easy. But working effectively within a group is quite different. It requires a reorientation of attitudes — something sometimes called "Groupthink". Now, Groupthink in its positive sense involves flexibility of thought, an ability to listen, and an appreciation of the mutual interdependence of each other. These are factors that go towards making an effective group member. However — and this is critical — Groupthink can have very negative results when there is too much cohesion within the group. When the group becomes too close-knit, a "clubby feeling of 'we-ness'" develops. This feeling prohibits group members from introducing or even entertaining unsettling information, for fear of upsetting the group. The book gives two famous historical examples: Britain’s appeasement towards Hitler prior to the outbreak of WWII, and the Bay of Pigs invasion during J.F. Kennedy’s presidency. In both cases, close-knit groups avoided challenging information, and that led to massive foreign policy fiascos. So the effectiveness of a team — and the effectiveness of any individual’s contribution to the common task — is determined by a number of factors. The book lists three key factors here: Ability, Status, and Role. Let's look at the first one. Ability refers to the competence of any individual in a team. That competence plays a significant part in their effectiveness. But it's not just about being competent — it's about perceived competence. Perceived competence, in conjunction with the individual's interactive style, will determine what other team members think of them. Here's an important point: people will more readily accept deficiencies in personality and interactive style if they perceive that the individual is good at their job. So if you're seen as highly competent, your teammates are more likely to overlook some rough edges in how you interact with them.