ABSTRACT

The process was termed 'interactive behaviour analysis'. Amongst the roles and situations studied were selling, negotiating, appraising and chairing or participating in various types of meeting. Once such models of average and successful behaviours were discovered, highly participative training workshops were organised and the participants' behaviours were observed, recorded and classified. The provision of such training was extremely expensive, as it involved large numbers of highly skilled behaviour analysts. Probably because of its cost, such training is now very rare outside of the selling function, but it has left behind some fruitful pickings for anyone who can relate the recorded behavioural data to measures of managers' personality, competency and performance. Summarising is a very useful behaviour in refocusing discussion and helps reduce misunderstandings as to what was discussed. It is also the behaviour that most clearly differentiates the role of chairperson compared with others present at a meeting.