PSYCH 352S
Positive Interpersonal Dynamics

Human Capital
“Knowledge, skills and capabilities of people”
Social Capital
“Relationships between individuals and organizations”
Hitt, M. A., & Duane, R. (2002). The essence of strategic leadership: Managing human and social capital.

1. Trust: Key Perspectives
2. Activity: Trust in Social Exchange
3. Developmental Networks
4. Paper Proposal

1. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. (Greg)
2. Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking and job performance. (Shahrzad)
3. Chua, R. Y. J., Ingram, P., & Morris, M. W. (2008). From the head and the heart:
Locating cognition-and affect-based trust in managers' professional networks.
(Tallia)
4. Galford, R., & Drapeau, A. S. (2003). The enemies of trust. Harvard Business
Review , 81 (2), 88-95.

Trust: the willingness of a party to be vulnerable to the actions of another party based on the expectations that the other will perform a particular action important to the truster, irrespective of the ability to monitor or control that other party (Mayer et al., 1995)

Trustworthiness: the degree to which the truster evaluates the trustee’s perceived ability, benevolence, and integrity and of the truster’s propensity to trust in a specific situation (Mayer et al., 1995)

Trust is always situational and also personal to the perceptions and predispositions of the truster

Secure Base
Safe Haven

You’re honest, straightforward, and competent. So why don’t your people trust you?
(Galford & Drapeau, 2003 )

What are the enemies of trust?
• Inconsistent Messages
• Inconsistent Standards
• Misplaced Benevolence
• False Feedback
• Failure to Trust Others
• Elephants in the Parlor
• Rumors in a Vacuum
• Consistent Corporate Underperformance

• Trust rules:
• The friend of a friend is a friend
• An enemy of my friend is my enemy
• The friend of my enemy is my enemy
• The enemy of my enemy is my friend
Balance theory

Unbalanced triad
Romeo
-
+
Capulet
Juliet +
+
Romeo
+
Balanced
Capulet
Juliet +
+
Romeo
Balanced
-
Capulet
Juliet -
Romeo
-
-
Capulet
Juliet +
Balanced

• Why someone might be willing to trade you for something of seemingly lesser value?
• How vulnerable were you willing to be through this process?
• How did you build or lose trust through this process?

https://www.youtube.com/watch?v=BE8b02EdZvw

Developmental Networks: Your Personal Board of Advisors
A group of individuals enlisted by you , who have a genuine interest in your development, and who are qualified to assist you in your learning and development.

4.
5.
6.
7.
8.
1.
2.
3.
Mapping your developmental network
During the past 1 year, who are the people who have taken an active interest or action to support your personal and professional development. List up to
8 names or initials

Your Developmental
Network Map
ME

Discuss your developmental network
Partner up with someone and do the following:
What patterns do you see in your network?
What might be missing from your developmental network?
Have you experienced any attachment dynamics
(avoidance and/or anxiety) in building developmental relationships?

Part II: Analyze Your Network
Characteristics
Size
Diversity
Density
Trust
Key Questions
How many developers do you have?
How diverse is your network?
How interconnected is your network? Who knows whom?
Ability, Benevolence, and Integrity – How strong or weak are these elements in your relationships? What do it say about you?

I am interested in…..
(describe the phenomenon you are interested in)
More specifically I seek to understand….
What/How/Why…. (your research question)
This question can be informed by ….
(a theoretical perspective)

I. Foundations
1. Why positive interpersonal dynamics?
2. Relationship Functions
3. Developmental Networks
II. Positive Interpersonal Dynamics
4. Attachment and Autonomy
5. Trust and Vulnerability
6. Power and Influence
7. Conflict and Negotiation
III. Emotional Competence
8. Emotional Competence
9. Emotion Regulation
10. Mindfulness
IV. Organizational Applications
11. Feedback
12. Coaching and Mentoring
13. Leadership

• Smith, P. K., & Magee, J. C. (2015). The interpersonal nature of power and status.
Current Opinion in Behavioral Sciences, 3, 152-156. (Angela)
• Ragins, B. R., & Winkel, D. E. (2011). Gender, emotion and power in work relationships. Human Resource Management Review, 21(4), 377-393. (Maia)
• Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525.
(Blake)
• Gabarro, J. J.,.&. Kotter, J.P. (1993) Managing Your Boss. Harvard Business Review,
150-157