Vanessa Druskat,  Ph.D. Whittemore School of Business & Economics UNH   Wild for Innovation Day March 5, 2010 Developing a...
Effective Team  Climate & Norms Team Facilitation Skills Team Leader Emotional  Intelligence Team Task
“ I no longer think that learning how to manage other people, especially subordinates, is the most important thing for exe...
The Human Brain and Emotional Intelligence prefrontal  cortex thalamus amygdala brain stem
“ A personal and social intelligence that enables us to monitor our own emotions  and the emotions of others, to discrimin...
Social Awareness Ability to attune to how others feel,  and to “read” situations Self- Awareness Reading one’s own emotion...
DOES EI MAKE A DIFFERENCE? The Business Case
EI & Leadership at J&J: A Global Study Page  <ul><li>Actual participants (1415) </li></ul><ul><ul><li>N=358 Management Par...
Experienced Partners (at least 10 years as partners) showing  9 or more  EI competencies at or above the median delivered ...
“In the Eyes” - Image 12 A. Indifferent B. Embarrassed C. Skeptical D. Dispirited <ul><li>Adapted from “Reading the Mind i...
Team Facilitation Skills <ul><li>Most people have good intentions.  So why don’t all meetings work well? </li></ul>
Distribution of Participation as a Function of Group Size Source : Shaw, M. E. (1981).  Group dynamics: The psychology of ...
Other  very  common problems… <ul><li>Common Knowledge Problem </li></ul><ul><li>Too much cohesion problem </li></ul><ul><...
A Note on Conflict <ul><li>“ In manufacturing we try to stamp out variance. With people variance is everything.”   </li></...
Conflict <ul><li>Relationship conflict </li></ul><ul><li>Task or Process conflict </li></ul>
Conformity   Adjusting opinions and behavior to align with the group despite true feelings. ASCH STUDY
Improving Meetings:  Team Leader Actions that  Don’t   Work   <ul><li>Increasing the amount of discussion </li></ul><ul><l...
Team Leader as Information Manager   <ul><li>Behave as the “information manager” </li></ul><ul><li>Minimize status differe...
Team Emotional Intelligence   <ul><li>A  culture created by a set of team norms (rules for behavior) that facilitate a pro...
How Team EI Affects Team Success   Team Emotional Intelligence Trust, Group Identity, Group Efficacy, Networks Engagement,...
Team EI Norms 3 Levels Behavioral Norms Member <ul><li>Interpersonal Understanding </li></ul><ul><li>Constructive Confront...
Dispelling the Myth Page  Perception:   The “real work” is the  task  – focusing on teamwork adds little value to team res...
Conclusion IQ & Technical Skills EI …  more EI than anyone thought! Searching for the right balance …
Consortium for Research on Emotional Intelligence in Organizations www.eiconsortium.org To Learn More….. <ul><li>My contac...
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Wild for Innovation: Developing an Effective and Innovative Team

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On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation.

The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.

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  • Task -- the work the group is trying to get done – must be crystal clear Process – actions and tools that help a group get its work done Group – Understanding group dynamics Self- Use of yourself as an instgrument
  • Starts with self-awareness
  • What do you see here. Self awareness is the bedrock.
  • Egon Zehnder International analyzed 515 executives and found those strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. The study included executives in Latin America, Germany, and Japan, and the results were similar in all three cultures.
  • The higher you go in organizations, the more EI matters
  • 4 person group – 2 people do over 70% of the talking 6 person group – 3 people do over 86% of the talking 8 person group – 3 people do 77% of the talking
  • Social &amp; emotional capital SYNERGY
  • This model is based on our research and summarizes how emotional intelligence leads to more effective teams. Here you see that there are two levels of emergent properties GEI leads to social capital (the value added by the structure and quality of social relationships) Social capital in turn facilitates effective task processes where people are engaged, are participating, cooperate, etc. This then leads to team effectiveness
  • Definitions of Norms Interpersonal understanding (understanding feelings, interests, concerns, strengths and weaknesses of members) (IU) Confronting members who break norms (having rules of conduct, speaking up when a member does something out of line) (CN) Caring behavior (communicating affection, appreciation, and respect for other members) (CB) Team self-evaluation (evaluating self, including emotional states, strengths &amp; weaknesses in interaction and operation) (TE) Creating resources for working with emotion (accept emotions as part of group and encourage expression and examination of feelings) (WE) Creating an affirmative environment (positive group affect, optimistic outlook) (CA) Proactive problem solving (taking initiative to anticipate problems before they occur or to immediately or actively take ownership and control of a problem ) (PS) Organizational understanding (understanding the socio-political system of which group is a part, including the concerns and needs of other groups) (OA) Building external relationships (help other teams, builds positive contact with external constituents, obtains external support and secures resources) (BR)
  • A matter of the heart – Mind and soul.
  • Wild for Innovation: Developing an Effective and Innovative Team

    1. 1. Vanessa Druskat, Ph.D. Whittemore School of Business & Economics UNH Wild for Innovation Day March 5, 2010 Developing an Effective and Innovative Team
    2. 2. Effective Team Climate & Norms Team Facilitation Skills Team Leader Emotional Intelligence Team Task
    3. 3. “ I no longer think that learning how to manage other people, especially subordinates, is the most important thing for executives to learn. I am teaching, above all, how to manage oneself.” -- Peter Drucker
    4. 4. The Human Brain and Emotional Intelligence prefrontal cortex thalamus amygdala brain stem
    5. 5. “ A personal and social intelligence that enables us to monitor our own emotions and the emotions of others, to discriminate among emotions, and to use that information to guide our thinking, decision-making, and actions.” What Is Emotional Intelligence?
    6. 6. Social Awareness Ability to attune to how others feel, and to “read” situations Self- Awareness Reading one’s own emotions and recognizing their impact Relationship Management Ability to guide the emotional tone of the group Self- Management Keeping disruptive emotions & impulses under control
    7. 7. DOES EI MAKE A DIFFERENCE? The Business Case
    8. 8. EI & Leadership at J&J: A Global Study Page <ul><li>Actual participants (1415) </li></ul><ul><ul><li>N=358 Management Participants </li></ul></ul><ul><ul><ul><li>Participants were from the following locations: </li></ul></ul></ul>Asia Pacific Europe/Middle East Latin America North America <ul><li>Australia </li></ul><ul><li>China </li></ul><ul><li>Hong Kong </li></ul><ul><li>India </li></ul><ul><li>Indonesia </li></ul><ul><li>Japan </li></ul><ul><li>Korea </li></ul><ul><li>Malaysia </li></ul><ul><li>Singapore </li></ul><ul><li>Philippines </li></ul><ul><li>Taiwan </li></ul><ul><li>Thailand </li></ul><ul><li>Egypt </li></ul><ul><li>Germany </li></ul><ul><li>Greece </li></ul><ul><li>Ireland </li></ul><ul><li>Italy </li></ul><ul><li>Poland </li></ul><ul><li>Portugal </li></ul><ul><li>Spain </li></ul><ul><li>Switzerland </li></ul><ul><li>United Arab Emirates </li></ul><ul><li>Argentina </li></ul><ul><li>Brazil </li></ul><ul><li>Central America </li></ul><ul><li>Columbia </li></ul><ul><li>Ecuador </li></ul><ul><li>Mexico </li></ul><ul><li>Panama </li></ul><ul><li>Paraguay </li></ul><ul><li>Peru </li></ul><ul><li>Uruguay </li></ul><ul><li>Canada </li></ul><ul><li>United States </li></ul><ul><ul><li>CPC </li></ul></ul><ul><ul><li>CPWW </li></ul></ul><ul><ul><li>ACP </li></ul></ul><ul><ul><li>Ortho Derm </li></ul></ul><ul><ul><li>Neutrogena </li></ul></ul><ul><ul><li>PPC </li></ul></ul><ul><ul><li>PPWW </li></ul></ul><ul><ul><li>SLC </li></ul></ul><ul><ul><li>Vistakon </li></ul></ul>
    9. 9. Experienced Partners (at least 10 years as partners) showing 9 or more EI competencies at or above the median delivered $1,118,000 more profit A Study of the Financial Impact of EI Competencies Demonstrated By Experienced Partners of a Multi-National Consulting Firm (Boyatzis,1999)
    10. 10. “In the Eyes” - Image 12 A. Indifferent B. Embarrassed C. Skeptical D. Dispirited <ul><li>Adapted from “Reading the Mind in the Eyes Test” in The Essential Difference </li></ul><ul><li>by Simon Baron-Cohen (2003). </li></ul>
    11. 11. Team Facilitation Skills <ul><li>Most people have good intentions. So why don’t all meetings work well? </li></ul>
    12. 12. Distribution of Participation as a Function of Group Size Source : Shaw, M. E. (1981). Group dynamics: The psychology of small group behavior, 3rd Edition . New York: McGraw-Hill: 170. Reprinted with permission. <ul><li>4 person group – 2 people do over 70% of talking </li></ul><ul><li>6 person group – 3 people do over 86% of talking </li></ul><ul><li>8 person group – 3 people do 77% of talking </li></ul>Those doing the talking may not be the most informed about the problem
    13. 13. Other very common problems… <ul><li>Common Knowledge Problem </li></ul><ul><li>Too much cohesion problem </li></ul><ul><li>Not enough conflict problem </li></ul>
    14. 14. A Note on Conflict <ul><li>“ In manufacturing we try to stamp out variance. With people variance is everything.” </li></ul><ul><li>Jack Welch </li></ul>
    15. 15. Conflict <ul><li>Relationship conflict </li></ul><ul><li>Task or Process conflict </li></ul>
    16. 16. Conformity Adjusting opinions and behavior to align with the group despite true feelings. ASCH STUDY
    17. 17. Improving Meetings: Team Leader Actions that Don’t Work <ul><li>Increasing the amount of discussion </li></ul><ul><li>Increasing information </li></ul><ul><li>Increasing member or team accountability </li></ul><ul><li>Increasing team size </li></ul>
    18. 18. Team Leader as Information Manager <ul><li>Behave as the “information manager” </li></ul><ul><li>Minimize status differences </li></ul><ul><li>Consider and records ideas one at a time </li></ul><ul><li>Heighten team members’ awareness of types of information likely to be possessed by different individuals </li></ul><ul><li>Build trust and familiarity </li></ul>
    19. 19. Team Emotional Intelligence <ul><li>A culture created by a set of team norms (rules for behavior) that facilitate a productive social and emotional environment (i.e., trust) that leads to team effectiveness. </li></ul>
    20. 20. How Team EI Affects Team Success Team Emotional Intelligence Trust, Group Identity, Group Efficacy, Networks Engagement, Cooperation Team Successful Performance
    21. 21. Team EI Norms 3 Levels Behavioral Norms Member <ul><li>Interpersonal Understanding </li></ul><ul><li>Constructive Confrontation </li></ul><ul><li>Caring Behavior </li></ul>Group <ul><li>Team Self-Evaluation </li></ul><ul><li>Creating Resources for Working with Emotion </li></ul><ul><li>Creating an Optimistic Environment </li></ul><ul><li>Proactive Problem Solving </li></ul>External Groups <ul><li>Organizational Awareness </li></ul><ul><li>Building External Relationships </li></ul>
    22. 22. Dispelling the Myth Page Perception: The “real work” is the task – focusing on teamwork adds little value to team results Reality: T eamwork is part of the “real work” --doing it well improves team results
    23. 23. Conclusion IQ & Technical Skills EI … more EI than anyone thought! Searching for the right balance …
    24. 24. Consortium for Research on Emotional Intelligence in Organizations www.eiconsortium.org To Learn More….. <ul><li>My contact information: </li></ul><ul><li>Vanessa Druskat </li></ul><ul><ul><li>The University of New Hampshire </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul>

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