Effects of interpersonal group composition on the problem-solving behavior of middle managers

Examined the effects of compatible and incompatible group composition on the problem-solving behavior of middle managers who had spent time together in work-management conferences. 22 groups (n = 10-12 per group) were administered the Fundamental Interpersonal Relationship Orientation-Behavior at the start of their conference. The Lego Man, a problem-solving exercise, was administered the 2nd day. Groups that were more compatible on the interpersonal dimensions of control and affection completed the task more rapidly than more incompatible groups.