Session II SEI

7/28/2019 Session II SEI

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Emotional Intelligenceat Workplace: Role in

Decision MakingSession II


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Traits of Emotionally Intelligent Person Aware of thoughts and feelings and their impact on behaviour.

Aware of strengths, weaknesses and vulnerabilities and open tofeedback from others.

Able to contain intense negative or positive emotions without losingcontrol.

Clear about values and principles that are consistent with actions.

Proactive and persistent in achieving goals even in the face ofsetbacks.

Sensitive to other peoples feelings and able to offer constructive

feedback.

Promote other peoples success without feeling threatened..

Communicate openly, and are willing and able to listen to others.

Capable of taking leading roles in work and family life.

Believe in the power of teams and the positive effect of synergy.


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Low Emotional Intelligence

External locus of control

Hunting, killing, or fishing for personal pleasure, Causing harm to others for

personal pleasure

Disregard for personal safety and health

Disregard for future consequences of one's bad behavior

Impulsive behaviors and reckless fun

Use of drugs and substances to alter the states of the mind,, Narcissism, inflatedsense of mental superiority, and self-importance

Distorted mental perception of one's body, Detachment from one's body,treating it as an object

Belief that events happen because of a supernatural reason or purpose

Belief that bad things happen because someone expresses them in words

Rationalization (false and unsound interpretation of an obvious phenomenon)

Easy acceptance of unjustified claims of others (healing power of magnets)


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Low Emotional Intelligence

- Being fat or anorexic, Sleeping less than 6 hours a night, taking no workbreaks, and eating just 1 meal a day.

Strict following of daily routines from dawn to bedtime, Narrow focusand a very limited mental world.

- Idolatry and following in the footsteps of role models

- Fearlessness and lack of emotion

- Exaggerated interest in one activity- Subconscious feeling of inadequacy, Preoccupation with one's level of

intelligence

- Strong desire to receive praise, reward, and recognition, even ifunjustified

- Pursuit of unnecessary goals (become a Ph.D., President, Olympicmedalist)

- Association with entities that are considered prestigious,

- Magical thinking (belief that reality can be altered through wishfulthinking or prayer)

- Superstition and belief in destiny


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Exercise

Think of a person for whom or with whom youworked - one that you would gladly work withor for again.

Think of a person in a leadership position thatyou try to avoid, or left you drained, or hopingfor more.

How would you describe these people? Howdid they make you feel?


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Boss?

Bad Boss

Disrespectful Belligerent Demeaning Moody

Negative Unethical Incompetent Discouraging

Self-absorbed Inconsistent

direction Vindictive Ego-maniac Prideful Manipulative Paranoid

Good Boss

Visionary Humorous Kind Appreciative

Goodcommunicator Clear, precise

(communication)

Hard worker Empathetic

Good teambuilder

Positive Ethical

Results-oriented (vs.process)


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The Feelings...

Empowered

Enthusiastic

Valued

EnergizedHopeful

Confident

Safe

Relaxed

Mutual admiration

Respected

Motivated to excel

Little, small, demeaned

Hopeless

Stupid

Drained, Very StressedAngry, Fearful

Depressed

Unappreciated

Incompetent

Rebellious

Withdrawn

Uncooperative

Unproductive

Eager to sabotage

Good Boss

Bad

Boss


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Job and EIJobs that require emotional and intelligent thinking (that is deep

understanding of things and events) include

Scientists

Researchers,

Judges,

Presidents.

Jobs that need memory and attentional abilities along with high IQinclude these professions:

Fighting general

Pilot,

Emergency room doctor, Air controller,

Flight manager,

Project manager, or an

Event manager.


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Job and EI

Average education, IQ, and EQ, but with outstanding attentionaland memory abilities, may excel in occupations requiringdivided attention and quick mental responses.

Cashier,

Customer service clerk

Waiter

Entertainer

Bus driver, or policeman.

Low overall intelligence and poor attentional and memory abilitiesare best suited for jobs that do not require divided attention.

Various laborers, but also folk artists, artisans, story tellers,singers, writers, and similar professions that only require aspecific talent or skill.


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Decision Making

Decision Making is using problem solving skills.

2 separate things: Problem solving and decision making

Problem solving means being coerced to make a decision

because of things not in ones control.

Good decision making is to employ both thinking and feeling inones decisions (Gardner, 1983).

Positive moods and emotions seem to help decision making.

Positive emotions also enhance problem-solving skills so thatpositive people find better solutions to problems (Isen, 2001).


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Emotions and Reason

Behavior promoted by emotions

may not suit the current circumstances so that it appearsirrational or

produces undesirable effects.

Examples:

Attacking the boss for not giving you an expected raise; Poor public -speaking performance due to evaluationapprehension.

Antonio Damasio proposed, based on clinical studies of

brain-damaged individuals, that solid decision-making

requires input from emotional-evaluative systems.


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Effect of Mood on Decision Making

HAPPINESSOptimism about the present

Pessimism about the future

FEAR

ANGEROptimism about the future

Pessimism about the present

SADNESS


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Two System View of Decision Making(Epstein, 1994; Kahneman & Frederick, 2002; Loewenstein & ODonoghue, 2004;

Metcalf & Mischell, 1999; Slovic & Peters, 2000; Sloman, 1996,)

Heart:

Emotional, Intuitive, Affective, based system

Implicit, unconscious, automatic, associative, fast, parallel, non-

compensatory, experiential, contextual

Little demands on working memory

Mind:

Rational, Analytic, Reasoning based system

Explicit, conscious, controlled and deliberative, slow, serial,compensatory, comprehensive, abstract

Large demands on working memory


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Does Mood Bias Information Processing?

Negative moods (as compared to positive moods) narrow the focus of attention

make people more vigilant and

systematic in information processing (Isen, 1999; Schwarz, 1990)

Pleasant moods enhance helping behavior(Baron, 1997)

Positive mood affects risk aversion. (Isen, Nygren, & Ashby, 1998)

Fearful moods generate pessimistic risk assementswhile anger produces less pessimistic riskassessments (Lerner & Keltner, 2000)


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Source: Based on N.M. Ashkanasy and C.S. Daus, Emotion in the Workplace: The New Challenge for Managers,Academy of Management Executive,

February 2002, p. 77.

Affective Events Theory (AET)


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Video


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Emotional Decision Making: Advantages?

A totally emotional decision is

very fast in comparison to a rational decision. reactive (and largely subconscious) can be useful when faced with immediate danger, or indecisions of minimal significance.

Emotions are possible signals from the subconscious that provideinformation about what we really choose.

Decisions that start with logic may need emotions to enable the

final selection, particularly when confronted with near equal

options.

Individuals care about the emotional features of decision

options.

Emotions often drive us in directions conflicting with self-

interest.


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Emotional Decision Making??

Emotional decision making: Number of negatives:

Quick decisions without knowing why, and then create

rational reasons to justify a poor emotional decision.

Intensity of emotions can override rational decision making in

cases where it is clearly needed.

Immediate and unrelated emotions can create mistakes by

distorting and creating bias in judgments. In some cases this

can lead to unexpected and reckless action.

Projected emotions can lead to errors because people aresubject to systemic inaccuracy about how they will feel in the

future.


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Assessment of YourWorkplace Decision-Making Style

Indicate whether you agree or disagree with each of th e statements below:

- It is important to con tro l emot ions at work.

Decisions need to be made on logical and rational grounds.

People should try put their personal feelings aside.

Overly emotional people dont fit in well in the workplace.

Expressing feelings should be limited.

Emotional awareness is less important than logical thinking.

At work, people should emphasize logic over feeling.


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My Edorsement?

If you agreewith these statements, then you are endorsing the

rule of reason in the workplace.

You probably value rational, logical thinking, and although you

can be emotional, you are able to control your emotions so that

they dont control you.

If you disagreewith these statements, then you are endorsing the

rule of emotion in the workplace.

Perhaps you find emotions to be an integral part of your work-life

and are not able to separate thinking and feeling.

Does it matter? Endorsing the rule of reason or the rule of emotion

suggests something important about your management style.


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Different Moods Influence Thinking inDifferent Ways

Positive Emotions Expand our thinking

Help generate new ideas

Encourage us to consider possibilities

Negative emotions are also important, as they can enhance thinking in very useful and

practical ways.

Some of the effects of negative mood or emotion on

thinking include Providing a clearer focus

Allowing details to be examined more efficiently

Motivating a more efficient search for errors


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Case Study: Too Much Delegation(Adapted from Marshall & Hornak, 2008:178)

Every year your organization coordinates a zoo trip for a group of local

disadvantaged youth. Cameron is the president of the organization

and he tends to delegate everything. Most of the members wonderwhat he actually does as president.

David is the vice president and often the person who receives most of

the delegated tasks. David has difficulty saying no and is getting

overwhelmed and frustrated because Cameron keeps dumping

things on him.Cameron asks David to coordinate the zoo field trip. David gets upset

by the request and is ready to quit the organization.

1. What may be contributing to the problem from the way Davidhandles things?

2. What would be an emotionally intelligent way to respond to thesituation?

3. How might David confront Cameron, and what would be theobjective of the interaction?

4. What are the alternative responses and solutions, should the

interaction fail to achieve your intended goals?


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Emotional Blueprint AbilitiesRead PeopleIdentify Emotions:This refers to the ability to identify accurately how you,

and those around you, are feeling and your ability to express these feelings. More than

awareness, this ability stresses accuracyof awareness.

Get in the MoodUse Emotion: This special ability helps you determine how emotions

help you and how they work in harmony with thinking. Your ability to use emotions

changes your perspective, allowing you to see the world in different ways and to feel

what others feel.

Predict the Emotional FutureUnderstand Emotions:Emotions have their own

language, and they have their own logical moves. The ability to understand emotion

means that you can determine why you feel the way you do and what will happen next.

Do It with FeelingManage Emotions:Emotions convey important information, so it is

valuable to be open to our emotions and to use this information to make informed

decisions.

Emo tional intel l igence, then, consis ts of these four abi l i t ies: to

identifyhow people feel, touse emotions to help you think, to understandthe causes of

emotions, and to include and manage emotions in your decision making to make

optimal choices in life.


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Don: A Geat Manager?Don was a great manager. He was extremely effective in many ways, as

reflected by his own job satisfaction, the satisfaction of the people

reporting to him, and his ability to complete projects on a sched-ule thatmet his clients needs.That is why Don was initially quite surprised when his operations group at a

high-powered Wall Street firm suddenly experienced an unanticipated

change: a noticeable drop in morale and productivity. Recounting thehistory of his group, Don related that some problems had arisen during and

after a partial staff relocation eight months earlier.

In his inimitable, hands-on manner, Don had addressed each of these problems,

resolved the issue, and moved on. He continued his detailed analysis of the

group, discussing other problems they had experienced, the nature of theirprojects, and a host of other, possible causes for the precipitous

productivity drop. The list of potential causes was long, but Don dismissed

each one, and it did seem that none of these could have had such a major

negative impact on this previously high-functioning team. Dons analyticalskills were as strong as his managerial and technical skills, and he was quiteopen to possible personal failings.

His systematic analysis was detailed, rational, and logicaland wrong.

1. What have you done in case you were at Don's place?


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Don was wrong??

Problem of Parking spaces

Problem of differrent tax forms

Faulty ACs

Symptoms of something else

feeling of loss experienced

by the people who stayed

behind in the original Wall

Street offices.

feelings of the department

members who now had a

shorter commute but no

longer felt part of the

community.

Don failed to conduct the

emotional analysis of the

situation


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Emotional Blue Print

SituationDescribe the situationthe time, place, and peopleinvolved.

IdentifyList the feelings of each person.

UseDescribe the focus ofattention.

ManageAsk yourself these questions:

Should you ignore or accept feelings?

What do the emotions tell you?

What are some good options?

UnderstandAsk yourself why they feel this way.

Consider whats next.


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An Emotional Blueprint

Step Goal Action

IdentifyEmotions

Get complete andaccurate data.

Listen, ask questionsansd paraphrase toensure youunderstand how yourteam feels.

Use Emotions Have feelings guide yourthinking Determine how thesefeelings influence yourthinking and that of ateam

UnderstandEmotion

Evaluate possibleemotional scenarios

Examine the causes ofthese feelings and whatmay happen next.

Manage Emotion Determine underlyingroot cause and take theaction to solve theproblem.

Include the rational,logical informationavailable with theemotional data justgathered to make anoptimal decision


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Dons Emotional Blueprint Action Plan

Step What Don discovers

IdentifyEmotions

The team feels isolated, alone, andsad.

Use Emotions They are focused on negatives andfault-finding.

Understand Emotion They feel abandoned. As the situationcontinues, they may feel upset andangry.

Manage Emotion It may have been a mistake not tomove with the group, but I need to stayopen and try to solve the real issue.

Please suggest


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Please suggestOne of your colleagues at work looks upset and asks if you will eat lunch

with him. At the cafeteria, he motions for you to sit away from the other

diners. After a few minutes of slow conversation, he says that he wants to

talk to you about whats on his mind. He tells you that he lied on hisrsum about having a college degree. Without the degree, he wouldnthave gotten the job.

Which of the following would be most likely to result in having your

colleague immediately feel better about the situation?

1. Ask him how he feels about it so you can understand whats goingon.

2. Offer to help him, but dont push yourself on him if he reallydoesnt want your help.

3. Have him share all the possible negative consequences of his act.

Get him to work through what the worst outcome could be so he

realizes that the situation may not be as bad as he thinks.

4. Quickly change the subject and do not deal with his issue right now.Getting his mind off the problem is the best thing to do


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Case Study(Adapted from Marshall & Hornak, 2008:18-19)

Two roommates on your floor do not get along. They seem to disagree on

nearly everything. One goes to bed early, and one stays up late. Onelistens to music, and the other prefers television. One studies a lot, and

the other loves to socialize at all hours of the night. You have already sat

down with them once to complete a roommate agreement form. At the

time, they agreed to compromise on a variety of issues so that the living

environment would be suitable for both. However, slowly, over time, the

two started to deviate from the signed agreement. Rather than discusstheir problems face-to-face, they e-mail and instant message (IM) each

other. The e-mails and IMs get nastier over the course of several weeks.

One of the roommates comes to you to learn how to break his housing

contract. You ask the student if he has talked with his roommate about

the problems and revisited the signed agreement. He admits that they talk

electronically and that things have taken a turn for the worse.

1. As the residence director, how would you use your understanding,your emotional intelligence skills, in this situation?

2. What would you do to resolve the situation?


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Thank You

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Session II SEI

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