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Video: How To Build Your Emotional Intelligence

Discussion in 'Jukwaa la Elimu (Education Forum)' started by Shamu, Mar 1, 2011.

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    Shamu JF-Expert Member

    Mar 1, 2011
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    Why Should Teams Build
    Their Emotional Intelligence?​
    No one would dispute the importance of making teams
    work more effectively. But most research about how to
    do so has focused on identifying the task processes that
    distinguish the most successful teams – that is, specifying
    the need for cooperation, participation, commitment to
    goals, and so forth.The assumption seems to be that, once
    identified, these processes can simply be imitated by other
    teams, with similar effect. It's not true. By analogy, think
    of it this way: a piano student can be taught to play Minuet
    in G, but he won't become a modern-day Bach without
    knowing music theory and being able to play with heart.
    Similarly, the real source of a great team's success lies in
    the fundamental conditions that allow effective task processes
    to emerge – and that cause members to engage in
    them wholeheartedly.
    Our research tells us that three conditions are essential
    to a group's effectiveness: trust among members, a sense
    of group identity, and a sense of group efficacy. When
    these conditions are absent, going through the motions of
    cooperating and participating is still possible. But the
    team will not be as effective as it could be, because members
    will choose to hold back rather than fully engage. To
    be most effective, the team needs to create emotionally
    intelligent norms – the attitudes and behaviors that eventually
    become habits – that support behaviors for building
    trust, group identity, and group efficacy. The outcome is
    complete engagement in tasks. (For more on how emotional
    intelligence influences these conditions, see the
    sidebar "A Model of Team Effectiveness.")​
    Three Levels of Emotional
    Make no mistake: a team with emotionally intelligent
    members does not necessarily make for an emotionally
    intelligent group. A team, like any social group, takes
    on its own character. So creating an upward, self-reinforcing
    spiral of trust, group identity, and group efficacy
    requires more than a few members who exhibit emotionally
    intelligent behavior. It requires a team atmosphere in
    which the norms build emotional capacity (the ability to
    respond constructively in emotionally uncomfortable situations)
    and influence emotions in constructive ways.
    Team emotional intelligence is more complicated than​
    individual emotional intelligence because teams interact

    at more levels. To understand the differences, let's first
    look at the concept of individual emotional intelligence
    as defined by Daniel Goleman. In his definitive book ​
    Goleman explains the chief characteristics
    of someone with high EI; he or she is
    aware of emotions
    and able to
    regulate them– and this awareness and
    regulation are directed both
    inward, to one's self, and outward,

    to others. "Personal competence," in Goleman's
    words, comes from being aware of and regulating one's
    own emotions."Social competence"is awareness and regulation
    of others' emotions.
    A group, however, must attend to yet another level of
    awareness and regulation. It must be mindful of the emotions
    of its members, its own group emotions or moods,
    and the emotions of other groups and individuals outside
    its boundaries.
    In this article, we'll explore how emotional incompetence
    at any of these levels can cause dysfunction. We'll
    also show how establishing specific group norms that create
    awareness and regulation of emotion at these three
    levels can lead to better outcomes.First,we'll focus on the
    individual level – how emotionally intelligent groups
    work with their individual members' emotions. Next,
    we'll focus on the group level. And finally,we'll look at the
    cross-boundary level.​
    Working with Individuals' Emotions​
    Jill Kasper, head of her company's customer service department,
    is naturally tapped to join a new cross-functional team
    focused on enhancing the customer experience: she has extensive
    experience in and a real passion for customer service.
    But her teammates find she brings little more than a bad attitude
    to the table.A t an early brainstorming session, Jill sits
    silent, arms crossed, rolling her eyes.Whene ver the team
    starts to get energized about an idea, she launches into a detailed
    account of how a similar idea went nowhere in the
    past.The group is confused: this is the customer service star
    they've been hearing about? Little do they realize she feels insulted
    by the very formation of the team.To her, it implies she
    hasn't done her job well enough.​
    When a member is not on the same emotional wavelength
    as the rest, a team needs to be emotionally intelligent
    vis-à-vis that individual. In part, that simply means
    being aware of the problem.Having a norm that encourages
    interpersonal understanding might facilitate an
    awareness that Jill is acting out of defensiveness. ​
    82 ​
    harvard business review

    Building the Emotional Intelligence of Groups​
    Vanessa Urch Druskat ​
    is an assistant professor of organizational
    behavior at the Weatherhead School of Management
    at Case Western Reserve University in Cleveland.

    Steven B. Wolff ​
    is an assistant professor of management
    at the School of Management at Marist College in Poughkeepsie,

    New York.