The typological approach to dyadic interaction and the heterogeneity principle

Abstract

The impact of heterogeneity on features of dyadic interactions is studied. Main stages of the development of the typological approach to study of personality, dyads and teams are described. C.G. Jung, D.V. Keirsey, K.C. Myers and I. Briggs models are discussed. The heterogeneity principle is considered in the context of dyads and teams. The advantage of typological approach in the study of heterogeneity levels is substantiated: it generates five levels in contrast to the accepted two levels. The subjects (50 dyads, a total of 100 subjects) put tangram pieces observing two basic demands. Firstly, parts of an assembler and an instructor were given to dyad members. Secondly, there was a screen between subjects so they couldn't see details and pictures that their partner had got and thus verbal interaction was promoted. It is shown that despite traditional representations according to which minimum and maximum levels of heterogeneity affect team activity satisfaction and team activity effectiveness heterogeneity manifests otherwise. Intermediate levels of heterogeneity take on fundamental importance. Heterogeneity index in the most productive dyads was 75%, heterogeneity index in the most satisfied dyads was 25%, and heterogeneity index in dyads with the optimal combinations of features was 50%. Thus the typological approach generates a new look at the heterogeneity principle application to dyadic interactions.