Chapter 4

Decoding Human Behavior

and Personality

Objectives

Describe the major influences on individual behavior in organizations

Discuss the Big 5 Model of personality and summarize the research on the model

Identify the four dimensions of the Myers–Briggs Type Indicator

4 -1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

…Objectives

Discuss the interactionist approaches to personality and use them to discern the roots of individual behavior

Diagnose the causes of a “difficult” employee’s behavior and identify appropriate responses

4 -2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

What Influences Behavior?

4 -3Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Organization

Job

Work Group

Culture

Individual

Personality - Defined

Personality is defined as an individual’s

relatively stable characteristic patterns of

thought, emotion, and behavior, and the

psychological mechanisms that support

and drive those patterns

4 -4Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Personality Development Influences

NATURE

Genes

NURTURE

Environmental and

situational aspects

like family, culture

and geographical

location

AND

Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4 -5

Traits - Defined

Broad, relatively regular dimensions of

individual behavior

Examples: extroverted, aggressive,

confident

Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4 -6

Trait Models/Theories

Emphasize components of personality

Highlight importance of individual characteristics in determining behavior

De-emphasize role of situation or environment

4 -7Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

The Big 5 Model

Also called Five-Factor Model

Personality = “OCEAN” dimensionsOpenness to experience ConscientiousnessExtroversionAgreeablenessNeuroticism (or emotional stability)

4 -8Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

…The Big 5 ModelOpenness to experience

Seeking new and varied experiences Aware of one’s thoughts, feelings and impulses

Conscientiousness Dependable / trustworthy Conform to social norms

Extroversion Outgoing Sociable Assertive

4 -9Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

…The Big 5 ModelAgreeableness

Likeable Considerate Cooperative

Neuroticism (or emotional stability) Worry Insecurity Self-pity Poor self-image Mood swings

4 -10Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

The Myers–Briggs Type Indicator (MBTI)

Key personality components:

Extroversion/Introversion (E/I) – Social interaction

Sensing/Intuiting (S/I) – Collection of information

Thinking/Feeling (T/F) – Evaluation of information

Judging/Perceiving (J/P) – Decision making

4 -11

Based on

Jung

Limited researchevidence

Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Other Common Personality Traits

Self-esteem – degree of regard people have for themselves; high vs. low

Machiavellianism – “the end justifies the means,” manipulation, emotionally distant

Locus of control – inner-oriented and in control of one’s destiny versus outer-oriented at the mercy of fate or luck

Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4 -12

Interactionist Models/Theories

Behavior is determined by:

Individual’s nature and personality

and

Situational factors that influence their responses

4 -13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

The Conditional Reasoning Approach

A contingency model that assumes that

individuals interpret what happens in their social

environment differently

based on their individual

dispositions

4 -14Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Cognitive-Affective Processing System (CAPS)

Personality

Cognitive-affective Unit (CAU)

Interpretations of people and situations, goals, expectancies, memories and feelings

Affected by genetic, cultural, societal, and developmental factors

4 -15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

…Cognitive-Affective Processing System (CAPS)

Psychological features

of situations

Behavioral consequences

If-then behavior profiles

Cognitive affective personality system

Biological history

Culture and society

Genetic background

Cognitive social learning history

4 -16Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

Guidelines for Dealing with Difficult People

Create a rich picture of: The problem person Yourself The situation

Reframe your goals What do you want to accomplish?

4 -17Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

…Guidelines for Dealing with Difficult People

Stage the encounter Face-to-face meeting Acknowledge the person’s value Describe problem behavior objectively Discuss possible solutions

Follow Up Monitor and reward progress Take corrective action

4 -18Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner