introductionThe ability of organizations and corporations to contemplate,evaluate and implement quality decisions is dependent upon amultitude of intrinsic and extrinsic factors. While themanagement of extrinsic variables may be more difficult tocontrol, the identification and management of human variablessuch as emotion and logic are pivotal in the effort to increasethe quality of decisions and decision-making processes.Thus the ironic dichotomy of current thought is that someresearchers believe human beings will make better decisionswhen emotions are removed, and the mind is bent to performmore like a data-analyzing machine. On contrary, someresearchers contend data-analyzing machines will make betterdecisions when they are capable of utilizing intuition andemotions.
Applying EI skills To Decision-makingIf one believes emotional intelligence can add value to theindividual and/or group decision-making process, this questionarises: “how can it be practically applied to achieve that desired result?” The practical application of the ability model described by Salovey and Grewal perforce the exercise of the following skills: perceiving emotions; using emotions; understanding emotions; and managing emotions.
Applying EI skills To Decision-makingIn the decision-making process, the acknowledgment ofindividual emotions is critical in determining not only themotivations behind decisions but also the impact of thosedecisions on others. Decision makers who understand theemotions of others may utilize that perceptivity to head offpotential negative outcomes by addressing those emotionalissues in advance of the decision
Applying EI skills To Decision-makingLikewise, decision makers who perceive and understand theirown emotions will be much more effective in managing thoseemotions in the decision-making process. In keeping with thefour elements described by Goleman the emotional intelligenceskills in decision making may be categorized into 2 branches:• those more related to the individual, self-awareness and self-management• those more attributable to the individual’s relationship andinteraction with others, social awareness and relationshipmanagement
Self-awareness and self-management Self-awareness• detect the internal emotion and feeling in real times, as thy occur within us • Specifically, these skills enable decision makers to have enough self- confidence to assess their own decision-making skills in comparison to others. • It determine “who is the most appropriate person or group to make the best decision in any given circumstance”. Self-management • Use self awareness to manage one’s own emotions to make logically correct and socially acceptable decisions • Controlling the impulse to make every decision individually can sometimes fly in the face of the need to show initiative and achievement.• by this competence decision makers gain moral authority on issues, they must first be viewed as trustworthy by those affected by a decision.
Social awareness and relationship management social-awareness • Getting ‘true feel’ of the emotional mind of others. • Able to empathize with other person. empathy create emotional connection and bonds people even stronger than shared value, ideologies, and beliefs. • Empathy create a base for interpersonal aptitudes like: teamwork and leadership and it is useful for decision making. • By this competence we can predict the impacts and consequences of a decision before it made. social-influence (relationship management) • A potential of a person to influence and effect positive changes and outcomes in other by using his/her personal skills. • By this competence we can manage potential conflict in the process of decision making.
Result 1. Decision makers who are self-aware and can accurately and honestly assess their strengths in comparison to others in the organization have the advantage of leveraging the attributes of others in the decision- making process.3. The ability of assess the potential emotional outcomes and reactions of decisions can empower decision makers to predict the scene of those affected by decisions. 5. decisions worth making often generate conflict, and the ability to manage that conflict involves an emotional intelligence skill that can determine the ultimate success of the decision-making process. 7. the practical application of emotional intelligence skills and behaviors can enhance not only the outcome of a decision but also the processes associated with decision-making