| Abstract: | This article draws on research and theory on social information processing to understand how people learn about themselves and others in organizations. Interpersonal insight stems from four key components of cognition: receiving performance feedback, categorizing the information, attributing cause, and re-evaluating perceptions of oneself and others. The article examines how this process can be applied to self-insight and insight into one-on-one relationships, group dynamics, and negotiations. Implications for research and practice in human resource development are discussed. |
