Emotional intelligence its not what you think

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A survey of 2600 human resources professionals found that 71% valued Emotional Intelligence (EI) more than IQ when hiring. EI is a necessary mind and skill set for 21st century life and a method for strengthening our resilience to stress.

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Emotional intelligence its not what you think

  1. 1. Emotional Intelligence: It’s Not What You ThinkIncrease stress-resilience through emotional intelligence www.lifestage.org
  2. 2. “The ability to recognize themeanings of emotions andtheir relationships andproblem-solve on the basis ofthem.Emotional Intelligence isinvolved in the capacity toperceive emotion, assimilateemotion-relatedfeelings, understand the What isinformation of those emotionsand manage them.” Emotional IntelligenceMayer, J.D., Salovey, P., & Caruso, D. (2000). Models of emotionalintelligence. In R.J. Steinberg (Ed.), Handbookof intelligence. Cambridge, UK: Cambridge UniversityPress. Magellan Health Services, I nc. | 2
  3. 3. “a multifactorial array of interrelatedemotional, personal and social abilities thatinfluence our overall ability to actively andeffectively cope with demands andpressures.”Bar-On, R., & Parker, J.D.A. (2000). The handbook of emotional intelligence. San Francisco: JoseyBass. An Interdisciplinary Model Magellan Health Services, I nc. | 3
  4. 4. Interpersonal skills are as essential as medical knowledge and technical skill in the operating room  Medical errors – with resulting complications and sometimes catastrophic outcomes for patients – were found to be directly related to communication failures among medical and surgical teams.  Social, relational, and organizational factors - are complex and relate to hierarchical differences, concerns with upward influence, conflicting roles and role ambiguity, and interpersonal power and conflict. Michelle O‟Daniel & Alan Rosenstein, “Professional Communication and Team Collaboration” Patient Safety and Quality: An Evidence-Based Handbook for Nurses, Agency for Healthcare Research and Quality April 2008.Emotional Intelligence is essentialfor dealing with the complexitiesof the networked world
  5. 5. Role influences our perception of events.A study exploring communication in the Operating Roomfound a profound disconnect among members of thesame surgical team. Communication was perceived tobe:poor by the anesthesiologistsadequate by the nursesgood by the surgeons“Teamwork and Communication in Surgical Teams: Implications For Patient Safety” Peter Mills PhDet al Journal of the American College of Surgeons Volume 206 Issue 1 2008 107-112Complex systems are made up ofindividuals at different hierarchicallevels who must constantly interrelate.
  6. 6. The Army Safety Center reported that crew coordinationfailures – failures to communicate effectively, perceivesituations accurately and effectively distribute the workload- directly contributed to the loss of hundreds of lives and$292 million in aviation accident costs.Implementation of Crew Resource Management trainingresulted in significant improvement in aircrew‟s overallmission effectiveness: Overall mission effectiveness +20% Navigation accuracy +38% Mission objectives +44%Gary Grubb et al, “Sustaining and Enhancing Performance Improvements Achieved by Crew ResourceManagement Training” Dynamics Research CorporationCrew Resource Management(CRM): Emotional Intelligencein the Cockpit
  7. 7.  CRM is Applied  Communication – listening, speaking directly and respectfully to others, making Emotional intentions and perceptions clear, receiving feedback; Intelligence –  Situational awareness – attentiveness to used to train the present moment, dynamic attention, observation and perception of emergency  many things at once; Decision-making – the ability to choose a medical course of action based on the immediate facts and realistic options; personnel, cockpit  Teamwork – recognizing the role of each crews, firefighters team members, openness of communication among team members; and other high-  Barriers – recognizing factors that inhibit any of the above stress, high-stakes factors, e.g., prejudices, interpersonal conflict, blind spots professions Crew Resource Management, International Association of Fire ChiefsHigh-stress and high stakesrequire calm, communication andcooperation
  8. 8. Emotional Intelligence is composed of thefollowing discrete abilities: perception and expression of emotion; integrating emotion with thought; understanding and analyzing emotion; reflective regulation of emotion.Mayer, J.D., Salovey, P., & Caruso, D. (2000). Models of emotional intelligence. In R.J. Steinberg (Ed.), Handbookof intelligence. Cambridge, UK: Cambridge University Press. Morland,Emotional intelligence corresponds to informationprocessing capabilities of different areas of thebrain
  9. 9. The ability – or intelligence - to „read‟ and manage emotionsin the self and others is a moderator in the process of dealingwith the stress response, which limits or shuts down highercognitive functions.“In essence, emotional intelligence is considered to accountfor individual differences in the capacity to processinformation of an emotional nature and to be able to relatethese to wider cognitions. As such, EI is not about emotionsper se but more about the way in which individualseffectively integrate emotions with thoughts and behaviourand so can act to reduce aversive emotional experiences.”Slaski, M & Cartwright, S “Emotional intelligence training and its implications for stress, health, and performance” Stressand Health 19: 233–239 (2003)Emotional Intelligence and stress
  10. 10. The Amygdala: the brain/body’s alarm system
  11. 11.  The amygdala triggers the release of cortisol, which redirects energy from the intellect to the senses. When cortisol levels are high: Working memory is reduced Distractibility is increased Information processing is reduced Emotional reactivity is heightenedPsychological threats trigger theamygdala in the same way asactual physical danger
  12. 12. The amygdala triggers the biochemicals needed to respondto a single threat. However, once secreted these chemicalsstay in the body for hours, and each successive surge addsmore to the levels already there.A high level of stress hormones can have a cyclicaleffect- keeping the amygdala in high-alert mode andleading to emotional over-reactiveness to even minorthreats and the ongoing sense of being threatened.
  13. 13. The pre-frontal cortex links to the amygdala through the limbic systemEmotions are processed throughthe limbic system
  14. 14. Emotional Intelligence as burn-out preventionEI is associated with the ability to regulate and control theexpression of emotions and validate one‟s own thoughts andfeelings.Self-regulation increases resilience to the stress response that couldotherwise be triggered by the onset of a serious problem.EI is the use of brain and mind to engage with the tensions of acomplex situation rather than react to them.Mark Slaski and Susan Cartwright, “Emotional intelligence training and its implications for stress, health andperformance” Stress and Health Volume 19 2003Self-awareness is key toregulating the stress response
  15. 15. “Through increased self-awareness, individuals are moreable to detach themselves fromevents and regulate theiremotions in order to prevent themfrom becoming „immersed in‟ and„carried away‟ by emotionalreactiveness.”Mark Slaski and Susan Cartwright, “Emotional intelligence trainingand its implications for stress, health and performance” Stress andHealth Volume 19 2003
  16. 16. Avoiding burn-out isn‟t about getting threesquare meals or eight hours of sleep. It‟s noteven necessarily about getting time at home.I have a theory that burnout is aboutresentment. And you beat it by knowing whatit is you‟re giving up that makes youresentful. I tell people: find your rhythm. Yourrhythm is what matters to you so much thatwhen you miss it you‟re resentful of yourwork.Marissa Mayer, Vice President of local, maps and location services atGoogleBusiness Week, April 13, 2012Find Your Rhythm
  17. 17. “You can‟t have everything youwant, but you can have thethings that really matter to you.And thinking that wayempowers you to work reallyhard for a really long period oftime.”Marissa Mayer, Vice President of local, maps and location services at GoogleBusiness Week April 13, 2012Find your rhythm and protect it.
  18. 18. Emotional intelligence grows through increasingconnections between emotions and higher cognitivefunctions
  19. 19. How to develop the core skills of EI Write in a journal about emotions at the beginning and at the end of the day – be alert to patterns and specific “hot button” issues that show up repeatedly; Ask for feedback and listen without judgment – others‟ perceptions are not without bias but they can be useful in our dealings with them; Identify underlying motivations that either promote or inhibit effective interactions with others, e.g. “I need to be right” or “Disagreement equals insubordination (or disapproval) so I need to change your mind” Physical activity that enhances bodily awareness, e.g. yoga or yogic breathing helps bring emotions into focus;EI can be developed and expand over aperson’s entire life
  20. 20. “There are more neurons in the brain thanthere are stars in the galaxy, and we formmore than 1 million new connectionsamong these neurons each day.”Colin Blakemore, Chief Executive of the Medical Research Council Mag ella n Hea lth Ser vice s, I nc. | 20
  21. 21. “There is a vitality, a life force, anenergy, a quickening that is translatedthrough you into action, and because thereis only one of you in all of time thisexpression is unique. You have to keep yourself open andaware to the urges that motivate you.Keep the channel open.” Martha GrahamKnow what matters to you
  22. 22.  Bar-On, R., & Parker, J.D.A. The handbook of emotional intelligence. (2000). San Francisco: Josey Bass “Conflict in the health care workplace” Baylor University Medical Center Proceedings, April 2001 Crew Resource Management, International Association of Fire Chiefs http://www.iafc.org/files/pubs_CRMmanual.pdf Goldman, Daniel; Boyatzis, Richard; McKee, Annie (2004) Primal Leadership: Learning to Lead with Emotional Intelligence, Harvard Business Press. Goleman, Daniel (1998). Working with Emotional Intelligence, Bantam Books. Goleman, Daniel (1995). Emotional Intelligence, Bantam Books. Mark Slaski and Susan Cartwright, “Emotional intelligence training and its implications for stress, health and performance” Stress and Health Volume 19 2003 Mayer, J.D., Salovey, P., & Caruso, D. Models of emotional intelligence. In R.J. Steinberg (Ed.), Handbook of intelligence (2000) Cambridge, UK: Cambridge University Press. Michelle O’Daniel & Alan Rosenstein, “Professional Communication and Team Collaboration” Patient Safety and Quality: An Evidence-Based Handbook for Nurses, Agency for Healthcare Research and Quality April 2008.Resources and References
  23. 23.  Online tests available at: http://www.talentsmart.com/products/ http://ei.mhs.com/EISA.aspxAssess Your EmotionalIntelligence
  24. 24. Lifestage, Inc designs and facilitates trainingseminars, classes, and workshops forprofessional and personal development.Workshops and classes are customized to meetan organizations needs. Contact us for a freeconsultation.www.lifestage.org Call: 631-366-4265Read articles on our blog:www.livesinprogressnewsletter.blogspot.com“Imagination is more importantthan knowledge.” Albert Einstein

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