Emotional Intelligence
By: tina • February 12, 2018 • Course Note • 640 Words (3 Pages) • 980 Views
EMOTIONAL INTELLIGENCE November 8, 2017
- High performing teams
Success delusion
- Danger in thinking of success
- People who are successful can be delusional
- What % of the profits you’re responsible for: 150%
- Tendency among success people to overestimate their contribution.
- What happens when you tell them they are wrong?
- Denial, saying like you just don’t get it, I am smarter than you.
- Been successful before, so will be successful again
- Attack the other person
- They are resistant to change. Keep an eye onto ourselves. We can fall into a self-righteous position because of the success we’ve had.
- We’re all a risk manager on a personal level
- How can you achieve positive change?
TEAMS
- Qualities and characteristics of the team members. What contributes to the success or the failure of the teams?
Communication
Conflicts of ideas; not able to project the ideas
Not coming through, ditching, leaving last minute
- diversity of skills
-commitment/ self-awareness
-accountable
-tasks are well suited to individual
-clear expectations/goals
-unified purpose’ alignment
-respectful
-shared perspective/ open-minded
-positive and optimistic
-getting to know one another
Bad
-Lack of trust in each other
-Ego, personal agendas
-group too large
-Lack of direction/clarity
-Lack of direction/alignment
-No clear action plans
-Lack of commitment
-Conflict => hostility (sometimes)
-Lack of confidence
-Attention to others
- do I have the capacity, in the moment-stressed, excited, foolish, to stop and think intelligently.
- group emotional intelligence
trust among members, group identity, efficacy
why should teams build their EQ?
-effective teams create emotionally intelligent norms that support behaviours for building trust, group identity, and group efficacy
3 levels of emotional interaction
- EQ in teams require atmosphere in which the normal build emotional capacity and influence emotions in constructive ways
- Team EQ is more complex than individual EQ because teams interact in a different way.
- You can always learn from the other
- Perspective taking: “are there any perspectives we haven’t heard yet or though through completely?
“When we treat our neighbours as they deserve to be treated, we make them even worse; when we treat them as if they were who they wish they were, we improve them”
team events: some people just don’t want it, so it could isolate them
norms come from:
- Formal team leaders
- Informal team leaders
- Courageous followers
- Through training
- The larger organizational culture
Vulnerability trust: actually apologizing, asking for help, telling they are good.
Emotionally honest about who they are.
Underlying assumptions of keeping things professional
PT: Trust, conflict, commitment,
- Cultural component
Thomas Mallon
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