INTRODUCTION

Interaction styles can be defined as the behaviour pattern which we follow in our day to day
life and its similarity with the social style in world.
Interaction Styles tells us the how of our behaviour. These behaviour style which we follow
are highly contextual and yet innate. Knowing ourselves and our style patterns we can
resolve many internal conflicts and have a greater situational awareness and have better
ability to interact with others and social world.
KEY SECTIONS
History
Styles
Things!in!"ommon
HISTORY
Throughout the ages# scientists have observed patterns in human behaviour records
suggest that data has been collected for at least $% centuries. &ncient philosophers
described four dispositions called temperaments'a choleric# a phlegmatic# a melancholic#
and a sanguine temperament. Interpretations of these patterns have varied over the years#
with two distinct interpretations( one is )avid Keirsey*s temperament theory and the other
relates to the Interaction Styles model.
+arly psychologists abandoned all the data showing the human behaviour pattern as
according to them all the human beings are ali,e and its only condition which ma,e
behaviour differently. -ut many contradict this theory and described interaction style as a
.uality which is innate.
The seeds were sown for the Interaction Styles model in the /0$1s. In /0$2# 3illiam
4arston wrote about the emotional basis for our behaviour. 5ohn 6eier built on 4arston*s
wor, and developed the )iS"7 instrument. 6eier loo,ed at traits and clusters of traits that
would help us understand how we behave in the social field.
&fter the above famous theory came a chain of many other theory# each displaying the
results similar to 6eier theory .4any of these authors referenced the wor, of "arl 5ung#
Isabel 4yers# and Katharine -riggs. Their primary focus# in contrast to 5ung# was on outer
behaviour# not inner states. Some even reference the Keirseyan Temperament Theory. They
seemed to not reali8e they were referencing separate models.
In all the models developed one thing was similar that was they describes interaction style or
behaviour pattern as inborn or innate. Several other studies also happened in the same field
all trying to measure temperamental traits of human brain and its behaviour patterns.
FOUR STYLE
Chart-the-Course
9)rive to get a desired result:The theme is having a course of action to follow. ;eople of this
style are highly focussed and ,now what to do and how to do and ,eep themselves focussed
and at the same time also ,eep others i.e. team members and pro<ect focussed and on
trac,.
They prefer pro<ects where there is a clear idea of what need to be done. They first tend to
identify the process and then the goal to be achieved and are filled with tension as they wor,
towards achieving the goal. They plan well in advance and use it as a guide to achieve goal.
They ma,e decision based on these three ways(!
/. &naly8ing
$. =utlining
>. "onceptuali8ing

Behind-the-Scenes
9)rive to get an integrated result:The theme is getting the best result possible. ;eople
having this style wor, to create a positive outcome but they understand the process and
wor,s with the process. They consider the team important part and value them in decision
ma,ing and as a contributor and even consult in all the decision ma,ing. These people
welcome all sought of information and accommodate different view of points. They have a
very general style of being calm and composed.
They support group*s process by the following ways(
/. ;roducing
$. Sustaining
>. )efining
. "larifying
They typically have more patience than most with the time it ta,es to gain support through
consensus for a pro<ect or to refine the result.
In-Chare
9)rive to get an achievable result:They believe in getting things done by the people. They
are more result oriented and focus on goal and ta,es actions .uic,ly. They often have a
driving energy with an intention to lead a group to the goal. They ma,e decision .uic,ly to
,eep themselves and team members focussed and on the right trac,.
?ollowing are the ways through which they get things accomplished
/. 4entoring
$. +xecuting actions
>. Supervising
. 4obili8ing resources
They notice right away what is not wor,ing in a situation and become painfully aware of what
needs to be fixed# healed# or corrected.
!et-Thins-!oin
9)rive to get an embraced result:They involve a lot of persuasion and involving others. They
thrive and aim to inspire others to move towards a common goal. Their style is very
expressive and interaction is their ultimate focus.
They 6et!Things!6oing with
/. @pbeat energy
$. +nthusiasm
>. +xcitement
3hich can be contagiousA
?ollowing are the ways by which they ,eep people moving along
/. +xploring options and possibilities
$. 4a,ing preparations
>. )iscovering new ideas
. Sharing insights
They want decisions to be participative and enthusiastic# with everyone involved and
engaged.
THIN!S IN CO""ON
Directin versus In#or$in communications'ways by which we interact with others and
the people around us.
Initiatin versus Res%ondin roles' ways by which we create relationship with outer
world.
Outco$e versus &rocess focus' while we interact with people we focus specially on
interaction.
=nce we become familiar with interaction# many times there will be miscommunication and
misunderstandings and are probably to result in destructive conflict.
However# there is one aspect common in all the people we met in the interaction style.
Chart-the-CourseB C In-ChareB ;eople have a common preference.
Directi'e Co$$unications'give a direct structure and way to goal
In-ChareB C !et-Thins-!oinB people have common tendency to ta,e challenging
roles.
Chart-the-CourseB C Behind-the-ScenesB people have common tendency to ta,e
accepting roles.
In-ChareB C Behind-the-ScenesB have in common a tendency to get output or results
with high level of .uality.
Chart-the-CourseB C !et-Thins-!oinB have in common a tendency to ma,e all
energy concentrate on process.
Information on this page has been adapted from Dinda E. -erens# Understanding Yourself
and Others: An Introduction to Interaction Styles, 2.0 9Telos ;ublications# $112:.