This is the published version Creed, Andrew 2011, The smart face of organizations : should emotion play a role?, in The new faces of organizations in the 21st century : volume 1, NAISIT Publishers, Toronto, Canada, pp.32-49. Available from Deakin Research Online http://hdl.handle.net/10536/DRO/DU:30036086 Reproduced with the kind permission of the copyright owner Copyright: 2011, North American Institute of Science and Information Technology (NAISIT)
CHAPTER 2
THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
Andrew Creed
Deakin University, Australia
ABSTRACT
This chapter acknowledges the development and relevance of smart organizations but questions whether emotional intelligence has been adequately factored into the strategies that are being implemented. Contemporary information technology can allow for better reading of the emotional cues but it is rarely being used to full capacity for this purpose in smart organizations. IQ has tended to outweigh EQ in the smart organization. Two key recommendations are made about how to effectively build the two identified aspects of smartness into daily strategic activity. Being prepared to learn, and being willing and able to build relationships in the organizational network are the tools of trade for a knowledge leader in a properly smart organization.
THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
INTRODUCTION
The landscape of modern organizations has been revolutionized by many forces in
the macro environment from history and politics to religion and science. It is, perhaps,
through the applied arm of science in the shape of technological tools that the most
profound transformations have taken place. The industrial revolution that harnessed
the energy of fire and metal and merged this with scientific knowledge spawned tools
of such productive power that new markets were created and the factors of production,
including the labor force, were and are increasingly stretched.
A new revolution in information technology has grown from the post-industrial
milieu. Processing power and inter-networked communication and data storage
capacity has grossly expanded on a global scale and begun to reformulate the structural
boundaries of organizations along the way. Organizational strategy has been severely
tested as issues with data security, intellectual property and strategic competitive
advantage have emerged from the inexorable digitization of information. The nature
of work itself for the people involved has also drastically shifted. New organizational
forms have emerged in the global organizational network, some of which call themselves
smart organizations. This may be a positive development but critical thinking about
this emergence may also be warranted. One of the central issues is to explore the nature
of smartness or intelligence and we wonder whether emotion plays any part in this
schema? To this end, the chapter addresses five main questions
1. What are the key concepts of this face?
2. Why are smart face of organizations important in the 2l5t century?
3. What are the critical success factors of smart face of organizations?
4. What steps are required to create a smart face of organization?
5. What is the future of smart face of organizations?
The chapter objective is to answer these five questions and provide managers of
modern organizations a way forward in this increasingly complex but promising
landscape.
KEY CONCEPTS OF THE SMART FACE OF ORGANIZATIONS
The late Twentieth Century saw the consolidation of computer technology
in organizational processes from the smallest enterprises through to the largest
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THE NEW FACES OF ORGANIZATIONS IN THE 2l51 CENTURY
bureaucracies (Jensen, 2010). In the open democracies of the world, industrial and
post industrial development continued to intensify competition, engage outsourcing
opportunities, and build service-based enterprises, all of which demanded enhanced
intelligence systems so that strategic options could be fully considered (Prusak, 2001).
In addition, the less open economies were able to embed new technology into their
organizations and the inexorable march toward inter-networked communication and
data management systems continued with increasing alignment on a global scale
(Bienefeld, 1988; Pickles, 2010; Ferretti & Parmentola, 2010).
The Twenty First Century has forged ahead with huge and growing databases
contributing to a thriving field of knowledge management applications. Increasingly
responsive and mobile communication systems interface today with database driven
knowledge creation opportunities at a faster rate than ever before (Berman, Christner
& Bell, 2010; Brook & Plugge, 2010). Organizations are no longer faced with a lack
of strategic information; the problems are more commonly related to information
overload and the need to manipulate copious data in such ways to generate useful
strategic knowledge. A related issue is information security when technology is now so
integrated and communication between digital devices so easy that organizations can
lose proprietary data too efficiently (Bhattacharyya, 2010). This unique data situation
is analogous with the concept of a brain and the idea of being smart or intelligent, as
in knowing how and when to develop ideas and make key decisions. Managers have
begun to use the terms 'smart organization' or 'smart company' to indicate an ideal set
of structures, strategies and processes that should be in place in the inter-connected and
information-rich global environment (Zhong, Hole & Radin, 2010).
Intelligence underpins the concept of the smart organization. Intelligence is a
complex phenomenon composed of discrete elements such as data, responsiveness and
context, but also continuous processes such as evaluation, adjustment and improvement
(Luhn, 1958; Sternberg & Detterman, 1986). People and systems need to align for
the full expression of all the elements and processes that feed the intelligence that
characterizes smart organizations. This chapter expands upon the history and features
of smart organizations. In addition, a perspective is presented about different kinds of
intelligence, especially emotional intelligence, which have been overlooked in recent
experiences and literature emerging in this field.
COMPONENTS AND FUNCTIONS
What is the most important function of a smart organization? Commentary varies
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THE SMART FACE OF ORGANIZATIONS: SHOUU) EMOTION PLAY A ROLE?
from a focus on decision-making intelligence (Matheson & Matheson, 1998; Davenport,
2009) to a reliance on information and communications technology (Mezgar, 2006),
or a preoccupation with strategic competitive advantage (Raden & Taylor, 2007). This
chapter supports this range of functions and proposes another in the expression of
emotional sensitivity, especially in the context of the significant individual and social
impact an organization has while operating. Recent research has had a focus upon the
technical components of a smart organization, such as;
• Data, information and wisdom
• Secure data storage facilities
• Appropriate data processing equipment
• Fast and functional internal and external communications network
• Competent people to operate the systems
• Appropriate procedures and policies
• Systematic feedback and evaluation mechanisms
• Culture of learning
• Internal and external responsiveness to new and changing situations
• Ability at all levels to interpret and understand the meanings of collected data
Smart organization research tends to focus upon the capturing, processing and
storing of data; thus accentuating technological applications; or else the strategic and
policy implications of centralizing the management of knowledge, and restructuring
the organization to make the strategic most of new knowledge. Some literature touches
upon the kind of organizational culture that is required to ensure competitive advantage
is maintained by clever use of information. As a result, industry examples of smart
organizations are often in the information technology sector (such as, Google, Intel and
Microsoft) or the research and development sector (such as, AT&T Bell Laboratories,
DuPont Central R&D, and 3M). In most cases, relatively light treatment is given to the
people management components other than to suggest smart people are needed to make
up a smart organization. This appears to parallel the situation in the early 1900's after
the spread of scientific management and production line techniques across the world.
The success of mass production through scientific management was a technologically
·driven phenomenon and, despite having some positive human impact through the
better organization of work processes and environment, there were persistent questions
about the repetitive nature of production line work and an overemphasis on the non
human production factors.
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THE NEW FACES OF ORGANIZATIONS IN THE 2J5T CENTURY
The human relations movement emerged partly in response to critique regarding the
perceived coldness of scientific management (Follett, 1918; McGregor, 1960; Drucker,
1977). This chapter considers whether history is repeating itself in the guise of the
modern smart organization. Has information technology become too imposing on our
work in the same way that production line technology once did? Have the emotional
needs of human beings been inadvertently overlooked? To this end, we undertake a
closer examination of intelligence and learning in the organizational context so that a
fuller picture can emerge for further research.
LEARNING AND THE NEURAL NETWORK
One facet that distinguishes a smart organization from other kinds is the positioning
of learning, training and development at the core of organization-wide strategy rather
than as a set of programs managed only by the human resources department (Deiser,
2009). In this context, there are many components of an organization that should become
part of the biology of smartness. Deiser (2009) sees five levels of learning (standard,
customized, organization design, business design, and industry design) delineating
three core foci (people, organization and strategy). Such a broad perspective ensures
that the components of a smart organization should start at strategic and design levels
and filter all the way through to people and systems on the ground.
Learning is central to creating and maintaining the smart organization. Defining
learning is, of course, necessary but also quite elusive. Learning can be said to occur
where there is a relatively permanent change to behavior as a result of feedback obtained
from experience. The continuous nature of this definition needs to be acknowledged.
For instance, the experience one is currently having can be called learning, but one's
response immediately after the experience also falls within the definition. Learning is at
once an event but also a process. The constant feeding back of information as the result
of experience to generate new experiences as a result of responses is very dynamic. This
is why the metaphor of the organization as a brain or neural network (Bailey, 2007;
Morgan, 2008; Mukherjee, 2009; Jacobs, 2010) emerges in the literature as a relevant
point of reference. The brain is a constantly networked, constantly working mechanism.
Collecting, processing and transmitting data dynamically produce neural impulses that
emanate to all sections of the body and also require simultaneous feedback. This is
the phenomenon by which we come to know people or organizations as 'smart.' A
responsive person capable of learning and readily adapting is known to be brainy or
36
THE SMART FACE OF ORGANIZATIONS: SHOUJ"D EMOTION PLAY A ROLE?
smart. Likewise, an organization replete with technology and people interacting with
dynamism and timeliness can simulate this type of smart.
One element of the brain metaphor is the emergent nature of thoughts. Entire systems
of neurons in a brain must fire simultaneously for any particular thought to form. There
are innumerable varieties of neural network alignments to correlate with the endless
types of thoughts, decisions and actions that the human brain can express (Harmon
J ones & Winkielman, 2008; Schut, 2010). Organizations exhibit similar kinds of activity
pulsations for every different kind of decision and action. For instance, the staff and
managers involved in developing a new marketing initiative need to act in concert and
clear communication for the initiative to be successful. In the same organization for a
different kind of decision; for example, tightening an expenses budget; a different set of
people, departments and procedures has to fire up to carry out the decision successfully.
There may well be individuals who act as hubs in the networks of connections in
both of the examples, but mostly whole different sets of people and connections are
seen to coordinate around the objectives. If a time lapse CT scan could be taken of
organizational activity the brightly colored maps would show markedly different
patterns in different regions of the organization as different activities are conceived,
developed and implemented.
Some brain research highlights the adaptive nature of neural networks (Haber &
Rauch, 2010; Hameroff, 2010). Even when significant damage is inflicted, the brain has
an ability to divert pathways and reconnect neurons in order to continue functioning
around various tasks (Anderson, 2010). In people and organizations, such an ability to
adapt is essentially a type of learning. When an old way of doing something is lost or
redundant, we are able to find new ways. In a similar fashion, the core of innovation in
organizations is essentially a process of learning. Smart organizations can be portrayed
as brain-like in the way they adapt and learn and ultimately succeed by quickly
developing strategies appropriate to the changing situations in which they operate. The
question remains, however, about what role emotion should play if smartness is only
about learning and adapting? The answer starts to appear with closer scrutiny of the
concept of intelligence.
THE IQ/EQ DIFFERENCE: DOES THE HEAD NEED A HEART?
While defining learning has its own challenge, coming to agreement about the nature
37
THE NEW FACES OF ORGANIZATIONS IN THE 2l51 CENTURY
of intelligence is equally difficult. People are known to express intelligence in all kinds
of ways. Sometimes people can be called very smart on all kinds of measures. At other
times, a person might express intelligence only in a very specific field and appear quite
inept in some other discipline.
The measurement of intelligence quotients (IQ) emerged in the field of psychology
during the Twentieth Century and a debate promptly ensued about the application of
such metrics. The reduction of intelligence to a single number, for some, misrepresents
the diverse nature of true intelligence (Rushton & Jensen, 2010; Lynn, 2010). Others
maintain the IQ measure is at least an indicator of potential or capability, even if current
knowledge in a field is not fully developed (Resnick, 1979). The fact remains that
intelligence has become popularly associated with a particular mental acuity in regard
to memory and speed of recall of facts. For instance, successful engineers, computer
programmers and mathematicians are commonly associated with the concept of
intelligence. People who work in the fields of humanities and social sciences may not
be as readily compared with the intelligent types prominent in the more 'pure' sciences.
However, few can argue that particular nurses, artists, marketers, politicians, and a
variety of other examples, do not express a kind of intelligence.
In recent times, efforts have been made to highlight a different kind of intelligence; one
more closely aligned to care, compassion and the emotional side of human experience.
The argument is that emotions do, in fact, play an important role in the workplace
(Donaldson-Feilder & Bond, 2004; Goleman, 2006; Abrahams, 2007). Good leadership,
good teamwork and good negotiation all rely on a highly refined sense of how people
around us are feeling and responding to the things we do and say. Since so much about
organizational strategy and activity depends upon people and relationships, a high
emotional quotient (EQ) is increasingly crucial if one is going to be a competent manager
(Chemiss, 2010). There are echoes of Follet (1918) and the prime exponents of behaviorism
in this sentiment (McGregor, 1960; Maslow, 1954; Herzberg, 1959; McClelland, 1955).
The smart organization may be here to stay, but it may be time to reconsider what place
machines versus people play in generating the modern version of smartness.
BENEFITS AND IMPORTANCE OF THIS FACE
There is an undeniable need for objective data and a clear, direct information
processing system so that strategic knowledge can be extracted and utilized by
38
THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
organizations. To be smart is to have the information and the ability to succeed in a
competitive environment. While we are proposing that traditional ideas of intelligence
should be tempered with recognition of the cooperative and emotional aspect of human
relations, the organizational imperative is still about gaining and retaining a competitive
strategy. This section considers how a wider scoping, equitably effective knowledge
management system can enhance competitiveness.
KNOWLEDGE MANAGEMENT AND COMPETITIVE ADVANTAGE
Knowledge and information management are key aspects of smart organizations
(Polanyi, 1966; Nonaka, 2007). Competitive advantage in contemporary business
environments depends upon the efficient functioning of the neural network (the
integrated IQ) of the organization (Matheson & Matheson, 1998; Porter, 2008). When
data and knowledge are developing in a healthy and constant interchange, we have
the basis of the learning organization (Senge, 1993). Constantly referring to double
feedback loops enables continual adaptation and maintenance as well as creation of
new competitive advantages. The management of knowledge in this way is a crucial
organizational characteristic.
It is also useful to recognize the body of knowledge associated with emotions and
relationships in the organizational environment? I tis widely recognized that the political
aspects of work are significant (Drory & Vigoda-Gadotb, 2010; Marques, 2010; Gotsis
& Kortezi, 2010). Few managers would deny that getting along with the right people
is necessary to ensuring key strategic tasks are accomplished. Further, the people who
tend to have the longer and more sustainable careers in organizations are more often
cognizant of the needs of others. The needs of others can certainly be (and often are)
manipulated in Machiavellian ways, but collaboration and consensus approaches also
function well to deliver value and mutual benefit (Takeishi & Numagami, 2010). The
skilful exercise of politics depends much upon awareness of others and sensitivity
to the thoughts and feelings of everyone involved negotiations. Effective knowledge
management, therefore, should deal with both hard and soft data about influences,
pystems and people.
RESPONSES TO INTERNAL AND EXTERNAL FORCES
Strategic factors in the internal and external environment of smart organizations
39
THE NEW FACES OF ORGANIZATIONS IN THE 2l5T CENTURY
are important monitoring points in knowledge management. In a smart (high IQ)
organization, instantaneous environmental scanning is at the heart of strategy. There is
an enhanced role for analysis of strengths, weaknesses, opportunities and threats (Sheate
& Partidario, 2010). The opportunities and threats are obvious targets for surveillance
with advanced data collection and knowledge management tools; however, strengths
and weaknesses are also readily exposed when targeted and timely monitoring and
feedback are obtained at key points in organizational processes.
CONTINUOUS FEEDBACK LOOPS IN THE INFORMATION NETWORK
There appears to be a central role for feedback in learning, however, some alternate
views exist (Jacobs, 2010). The manager of a smart organization at least needs
to understand the nature of feedback and the role it can play in the formation and
evaluation of strategy. As well as a tool for objectively monitoring factual intelligence,
feedback is a central mechanism in the more subjective realm of emotional intelligence.
The information network can sometimes be portrayed as objective and devoid of
emotion when, in fact, it is embedded within and contributes to a full range of emotional
experiences (Ark & Selker, 1999). The manager who can use feedback of emotional cues
to facilitate a more empathetic human relationship with staff is in a stronger position,
especially when guiding people through the constant change that is imposed by the
feedback loops.
CRITICAL SUCCESS FACTORS
There is a set of factors that managers in a smart organization can survey to ensure
a better balance of knowledge and emotion in the implementation and adjustment of
strategy. Getting the emphasis right in relation to systems and processes, as well as
people and relationships, is the key.
PEOPLE AND RELATIONSHIPS
People play a crucial role even in smart organizations where technology can
predominate. Organizational strategy cannot be enacted without the goodwill and
competence of key people. Organizational structure is also dependent upon people. The
very basis of an organizational chart is the positions that people occupy. The people of
an organization fulfill the essential facilitative and relational roles that are crucial for the
40
THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
proper functioning of smart organizations and the realization of organizational strategy.
TECHNOLOGY: SYSTEMS AND PROCESSES
Despite recognizing the importance of people, it must also be noted that the
intellectual consistency and memory functions of modern information technology and
systems are in many ways surpassing those of the merely human. There are numerous
organizational functions carried out today that could not be done without the superior
capabilities of IT. Robots also carry out physical functions that one person or even a large
group of people could not. There is a dual force field that makes modern organizations
successful: advanced technological tools combined with thoughtful and humane
processes; or, the head and the heart that must work together.
Figure 1. Does the head need a heart?
Systems and Processes
People and Relationships
(Source: Author)
Figure 1 portrays a dynamic within which rests the potential for imbalance. An over
reliance on computed information for decision making leaves the organization open to
fundamental errors of data input. Likewise, too much focus on appeasing people in the
processes can leave the important efficiency aspect of systems languishing. Keeping the
balance is important in order for the organization to maximize the benefits of intelligence
(Becker-Asano & Wachsmuth, 2010).
41
THE NEW FACES OF ORGANIZATIONS IN THE 2JST CENTURY
REQUIRED STEPS TO CREATE THIS FACE
Now we can arrive at pragmatic recommendations for the smart organization in
order to guide managers on the integration of intelligence and emotion. Interfacing
people with information technology does not remove the need for people to still connect
with people. While there is significant flux in the field, there are signals and anchors
by which managers can generate appropriate activity. The literature and examples of
smart organizations suggest that managers and staff need to express a fundamental
preparedness to learn, along with an implicit and thorough knowledge of the neural
network metaphor and ways of building relationships with people in that context.
PREPAREDNESS TO LEARN
The source of a sustainable competitive advantage is a thorough understanding of
the strategic situation and an ability to adapt as required by environmental changes. To
be truly intelligent, an organization and its key people need to have a propensity for
continuous learning. The concept of the learning organization (Senge, 1993) draws upon
the action learning and continuous improvement literature to explain how learning is
fundamental to becoming a smart organization (Pedler, 2008). Emotional learning is
equally as dependent on cyclical feedback loops as any intellectual Endeavour. Indeed,
it might be argued that the sensitivity of our emotional sides is primarily a result of
magnified awareness of environmental feedback. It is from our sensitivity to incoming
data, and the development of internalized feelings as a reaction, that individuals learn
to express what we commonly call emotion. Strategic thinking and emotive behaviors
are both predetermined by processes of learning. A preparedness to understand and
embrace learning equates to a conscious choice to continuously improve; sometimes in
rapid, emotive ways, sometimes in slower objective ways; which, when combined in the
right situation, is a hybrid but highly intelligent disposition.
BUILDING RELATIONSHIPS IN THE NETWORK
Organizations are essentially networks of people, processes and technologies coming
together around a strategy and evolving through structural alignments. In a time
when information and communication technology enables many kinds of articulations
within networks, and transportation technology makes the space between people
and places less of a barrier, network theory is experiencing a boom (Mukherjee, 2009;
Sawhney & Nambisan, 2010; Miles, Snow, Fjeldstadt, Miles & Lettl, 2010). There are
42
THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
sociological aspects of learning and managing in an organization that is networked. The
relationships in a network are strongly affected by ethical factors. As a result relational
perspectives become more important and emotional sensitivity ensures a greater
emphasis on diversity management. In a hyper-connected global environment, all of
these relationship variables come to the fore (Creed, Zutshi & Ross, 2009).
CHALLENGES AND FUTURE OF THIS FACE
With the ideal smart organization in mind, a question remains about the constantly
changing landscape of organizational development. What is the future of work and
organizations? Will intelligence and emotion always be important? This section reviews
emerging concepts and links them to the smart organization as we currently understand it.
NETWORKED ENVIRONMENTS: THE EDGE OF CHAOS
Organizations currently operate within an intensified global environment
interconnected simultaneously with myriad other organizations. Blurred corporate and
national boundaries have contributed to challenges with data processing and information
security. The evolving development of network and systems theory perspectives is
changing our understanding of the best ways of managing in complex times (Atwater,
Kannan, & Stephens, 2008). The metaphor of the neural network brings with it the
emergent, almost chaotic pulsations of neural energy. There is a beautiful synergy about
the simultaneous flaring of different segments of a network of connections, but there is
also a strong hint of danger - or a release of energy that may accidentally break open a
once stable system. This dynamism requires information systems to be making the most
of the exponential increases in processing power that have occurred in recent decades.
Multi-perspective data inputs, fuzzy logic applications, and more frequent cycles of
feedback evaluation have each become cheaper and more easily implemented. Perhaps,
the only significant barrier rests in the decisions of managers regarding implementation
of appropriate information systems. The human factor within smart organizations is
composed of feelings as well as ideas. Ensuring that the heads and the hearts of staff are
equally engaged is a challenge that has been before and that now calls again.
A PLACE FOR EMOTION: FINDING BALANCE OF HEART AND MIND
It is possible, until this time the technology of smartness has unintentionally
43 '
THE NEW FACES OF ORGANIZATIONS IN THE 2JST CENTURY
overshadowed the feelings that people have always had about their work and their
relationships with others. In the same way that scientific management in the last century
needed invigoration from the behaviorists to remind about the feelings of people at
work, information technology and smart organization concepts may now be ready for
adjustment to also give people's feelings a better position. Two key recommendations
have been made about how to effectively manage from this review of the literature
and phenomena of smart organizations. Being prepared to learn, and being willing
and able to build relationships in the organizational network are the tools of trade for
a knowledge leader in a smart organization. If organizational leaders and staff can
now recall how to monitor and respond appropriately to emotional as well as objective
data cues then a semblance of balance can be restored. IQ remains important because
competitive strategy must always be front of mind, but EQ has a flavor to add even to
strategy. Even in the implementation of strategy, a constant monitoring and reflection
upon feedback, including emotional data, can make overall strategy and leadership
more responsive and successful.
Future developments in this field may involve case studies and action research projects
designed to explore more richly the emerging concepts. Due to the flux and transformation
that derives from rapid teclmological and strategic change, it is from practical and lived
experience that the future managers of smart organizations are likely to draw their greatest
continuous learning and demonstrate best practice for ongoing research.
CONCLUSION
Smart organizations are replete with technology and people interacting with
dynamism and timeliness. Smart organizations are important because industrial and
post industrial development continues to intensify competition, engage outsourcing
opportunities, and build service-based enterprises, all of which demand enhanced
intelligence systems in order to generate competitive advantage. The critical success
factors of smart organizations are to get the emphasis right in relation to technological
systems and processes, and also people and relationships. The steps for creating a
smart organization involve managers and staff developing a preparedness to learn, and
engaging with ways of building relationships with people in the neural network. The
future of smart organizations is one that makes the most of exponential increases in
processing power but also ensures appropriate measures and responses to emotional
cues in the daily operations.
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THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
ACKNOWLEDGMENT
Thought leadership in the early stages of this book chapter was shared with Dr
Ambika Zutshi, a good colleague with a smart mind, and a heart, who would not accept
contributing author notation but who deserves credit for helping to establish the theme
and focus.
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THE NEW FACES OF ORGANIZATIONS IN THE 2PT CENTURY
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ADDITIONAL READING
Horstmann, G. (2009). Visual search for schematic affective faces: Stability and variability of search slopes with different instances. Cognition and Emotion, 23, 355-379.
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THE SMART FACE OF ORGANIZATIONS: SHOULD EMOTION PLAY A ROLE?
KEY TERMS AND DEFINITIONS
Emotional Intelligence (also referred to as EQ): a kind of intelligence more closely
aligned to care, compassion and the emotional side of human experience than the usual
measure of IQ.
Intelligence: a complex phenomenon composed of discrete elements such as
data, responsiveness and context, but also continuous processes such as evaluation,
adjustment and improvement.
Learning: a relatively permanent change to behavior as a result of feedback obtained
from experience.
Organizations: networks of people, processes and technologies coming together
around a strategy and evolving through structural alignments.
Smart Organization: an organization replete with technology and people interacting
with dynamism and timeliness.
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