Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior.
Summary
In an organization, a dyad (relationship between two people) can be vertical, horizontal, or diagonal. Within dyads, cooperation exists as a series of inducements (e.g., pay) and contributions (e.g., work). A specific behavior of one person is contingent on the specific behavior of another person. These relationships are called interacts. The actions of a first person might trigger specific actions in a second person, which causes action in a third person – this is called a double interact. Double interacts describe interpersonal influence. Organizations are formed by these interlocked, dyadic, behavioral cycles. Dyadic organizing usually follows a cycle that includes role taking, role making, and role routinization.
In role taking, a role (an unstructured task) is offered by a superior to a person. In return, the person counteroffers and this continues until an equilibrium is reached. Once the role is accepted, role making occurs. In this, the role will continue to develop organically. Managers have several different resources that they can offer in exchange for role: information, influence, tasks, latitude, support, and attention. Once role stasis is reached, role routinization takes place. It is during this phase that “trust, respect, loyalty, liking, intimacy, support, openness, and honesty” develop strongly.
Application
Highlights the central position of social dyads in all organizations. Managing is essentially a series of one-one-one relationships. The list of informal (e.g., not pay) managerial resources is useful for negotiations.
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