The document discusses the significance of emotional intelligence (EI) in consulting decision-making, outlining how EI impacts various decision-making domains: cognitive, affective, and psychomotor. It emphasizes the six attributes of EI and their role in making more effective decisions, highlighting the importance of self-awareness, self-regulation, empathy, and social skills for successful consultants. Additionally, it addresses decision-making challenges such as bounded rationality and biases while providing strategies for improving decision-making through enhanced EI.

1. Emotional
Intelligence
in Consulting Decision
Prof. Nazrul Islam, PhD
Pro-Vice Chancellor
Northern University Bangladesh
Dhaka, Bangladesh

2. Topics of
Discussion
1. How a Work Is Bing Done?
2. Who is a Good Decision Maker?
3. The Main Purpose of Decision Making
4. Domains of Decisions
5. Cognitive Domain
6. Affective Domain
7. Psychomotor Domain
8. Concept of Emotional Intelligence (EI)
9. Where is the Place of EI in Decision Making?
10. Six Attributes of EI in Cognitive Domain.
11. Decision with Emotional Intelligence
12. Application of EI in Consulting Decision
13. Why is EI important for Consultants?
14. Questions
2

3. How a Work Is Being Done?
Management
A Manager
The
Organization

4. Who is a Good
Decision
Maker?
4
A good decision-maker chooses actions that give
the best outcome for themselves and others.
They enter into the decision-making process with
an open mind and do not let their own biases
control them.
They make decisions rationally, after researching
alternatives and understanding the consequences.

5. Main Purposes of
Decision Making
The main purpose of decision making
is to direct human behavior and
commitment towards a future goal.
If there are no alternatives, if no
choice is to be made, if there is no
other way‐out, then there would be no
need for decision making.
5

6. Think
Act
Feel
Fusion
Cognitive
Development
Behavioral
Development
Emotional
Development
Three Domains of Decision Making
6

7. Cognitive Domain
of Decision Making
1. Remembering - Retrieving relevant knowledge from
long-term memory.
2. Understanding - Determining the meaning of messages,
including oral, written, and graphic communication where
Intellectual abilities and skills are required.
3. Applying - Carrying out or using a procedure in a given
situation to make decision.
4. Analyzing - Breaking material into its constituent parts
and detecting how the parts relate to one another and to
an overall structure or purpose.
5. Evaluating - Making judgments based on criteria and
standards.
6. Creating - Putting elements together to form a novel,
coherent whole or make an innovative decision.
7

8. Affective
Domain of
Decision Making
1. Receiving – It is the lowest level of affective domain.
Simply the awareness of feelings and emotions of the
decision makers.
2. Responding – Actively participating in the decision
making process. Not only aware of a stimulus but also
react or respond to it.
3. Valuing – Ability to see the worth of something and
express it.
4. Organizing – Putting together different values,
information, and ideas then relate them to already
held beliefs to bring it into an internally consistent
philosophy.
5. Characterizing – Highest level of affective domain.
Act consistently according to internalized values and
beliefs.
8

9. Psychomotor
Domain
of Decision
Making
1. Active mental attention of a physical event
(The decision maker watches a more experienced
person);
2. Attempted copying of a physical behavior
(At this level, the decision maker is observed and
given direction and feedback on decision making
process).
3. Trying a specific physical activity over and over
(The skill is repeated over and over).
4. Fine tuning.
Making minor adjustments in the physical activity in
order to perfect it (The skill is perfected at this level).
9

10. Now, we shall see …
Where is the place of Emotional
Intelligence (EI) in decision making?
10

11. Place of EI in
Decision
Making?
Emotionally intelligent managers make better
decisions by using emotions to improve
judgments and see things clearly even when
feelings are overpowering.
Leaders with emotional intelligence tend to
achieve their personal and organizational goal
more effectively than leaders without that quality.
11

12. Place of EI in
Decision
Making?
Contd.,
1. Emotional intelligence is in the ‘Affective Domain’ of
decision making;
2. EI is the ability to "identify, evaluate, control, and express
one’s emotions in decision making
3. Emotional Intelligence covers five main areas such
as: self-awareness, self-monitoring, self-motivation,
empathy and relationship or social skills;
4. It is, of course, important for good communication with
others - and is, therefore, a gateway to better decision
making.
12

13. Now, we shall see …
What is Emotional Intelligence?
13

14. Aristotle says,
Anybody can become angry – that
is easy, but to be angry with the right
person and to the right degree and at the
right time and for the right purpose, and
in the right way – that is not within
everybody’s power and is not easy.
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15. “We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with
Emotional Intelligence
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16. Important Quotes
of
Daniel Goleman
1. In a very real sense we have two minds, one that thinks
and one that feels.
2. The emotional brain responds to an event more quickly
than the thinking brain.
3. Life is a comedy for those who think and a tragedy for
those who feel.
4. Feelings are self-justifying, with a set of perceptions and
"proofs" all their own.
5. Out-of-control emotions can make smart people stupid.
6. People tend to become more emotionally intelligent as
they age and mature.
7. IQ is the strongest predictor of which field you can get into
and hold a job in, whether you can be an accountant,
lawyer or nurse, for example, but EI can help you to go to
the top of the success ladder.
16

17. Emotional Intelligence (EI)
• Concept appeared in psychology literature in 1960s
• First empirical study on EI by Peter Salovey and John
Mayer in early 1990s
• EI originally conceived as “a set of skills”, abilities to
understand own and others’ emotions
• Daniel Goleman made the concept popular in 1995
• EI assists knowing one’s internal states, preferences,
resources and intuitions,
• Goleman viewed EI as a driver for leadership
performance.
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18. 5/13/2022 Prof. Nazrul Islam, Northern University Bangladesh 18

19. Six Attributes of EI
(in Cognitive Domain
of Learning)
1. Self-awareness – This is the ability to recognize and
understand ones moods, motivations, and abilities.
2. Self-regulation – This is the ability to control ones
impulses, the ability to think before you speak/react, and
the ability to express yourself appropriately.
3. Motivation – This is having an interest in learning and self-
improvement. It is having the strength to keep going when
there are obstacles in life.
4. Empathy - This is the ability to understand other people’s
emotions and reactions. The ability to put yourself in the
other guy’s shoes. Empathy can only be achieved if self-
awareness is achieved.
5. Social Skills - This is the ability to pick up on jokes,
customer service, maintaining friendships and
relationships, and finding common ground with others.
19

20. Emotion and Self Awareness
• Emotions are complex psychological state that involves three
distinct components: a subjective experience, a
physiological response, and a behavioral or expressive
response;
• Life is an emotional experience, so assessing it is important;
• 3000+ words that describe emotions;
• 1051 words describe positive emotions, 2086 describe
negative emotions;
• Emotions are action signals, has hidden messages;
• All emotions are a call for action;
So, When you can control emotions, you are emotionally
intelligent
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21. Emotion and Self Awareness, Contd.,
• Emotional Self-Awareness is the ability to
understand your own emotions and their effects on
your performance;
• First and most significant step of becoming
emotionally intelligent;
• Knowing thyself, recognizing (your) own emotion,
thoughts and values and understand how it impacts
you, your performance and impacts others’;
• You sense how others see you and so align your
self-image with a larger reality.
High self awareness equals high self
confidence.
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22. Emotion and Self-Regulation
• Your ability to control or redirect disruptive
emotions and moods;
• It assists managers to practice think before act;
• Individuals with high self regulation are
considered trustworthy, work with integrity and
take up challenges comfortably;
• The emotional regulation disorder is often
manifested by symptoms such as: Sudden and
unexplained anger outbursts that get displaced
to someone who did not cause any harm.
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23. Self
Motivation
If you are motivated,
you’re probably
optimistic no matter
what’s thrown at you.
• Self-motivation is the force that keeps pushing us to go
on – it's our internal drive to achieve, produce, develop,
and keep moving forward.
• It includes our personal drive to improve and achieve,
commitment to our goals, initiative, or readiness to act
on opportunities;
• Using self control to channel emotions toward the
achievement of goal.
• A passion to work for reasons that go beyond money or
status.
• Pursue goals with energy and persistence.
• Optimism even in the face of failure.
• Hopeful and find something good.
Emotion and Self Motivation
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24. Emotion and Empathy
• Emotional empathy is when you quite
literally feel the other person's
emotions alongside them, as if you
had 'caught' the emotions.
• Understanding the emotional
perspective of other people.
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25. Difference
Between
Empathy &
Sympathy
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26. Examples…
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27. Three Types
of
Empathy
1. Affective empathy involves the ability to understand another
person's emotions and respond appropriately. Such emotional
understanding may lead to someone feeling concerned for another
person's well-being, or it may lead to feelings of personal distress.
2. Somatic empathy involves having a sort of physical reaction
in response to what someone else is experiencing. People
sometimes physically experience what another person is feeling.
When you see someone else feeling embarrassed, for example,
you might start to blush or have an upset stomach.
3. Cognitive empathy involves being able to understand
another person's mental state and what they might be thinking in
response to the situation. This is related to what psychologists refer
to as theory of mind, or thinking about what other people are
thinking.
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28. Social Skills
Communication skills,
Collaboration and
Cooperation &
Building rapport can
help improving social
skills.
1. Being able to interact well with others;
2. Ability to manage relationships and build
networks with others;
3. Ability to find common ground and build
rapport;
4. Ability to resolve conflict;
5. Expertise in leading others & effective in
leading change;
6. It allows people to build meaningful
relationships with other people and develop a
stronger understanding of themselves and
others.
Emotion and Social Skills
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29. Application
of
EI in Decision Making
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30. Decision Making Issues
1. Bounded Rationality.
2. Escalation of Commitment.
3. Time Constraints.
4. Uncertainty.
5. Biases.
6. Conflict.
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31. Bounded Rationality
Bounded rationality is a human decision-making
process in which we attempt to satisfice, rather than
optimize. In other words, we seek a decision that will
be good enough, rather than the best possible
decision.
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32. Escalation of Commitment
Commitment bias, also known as the escalation of
commitment, describes our tendency to remain
committed to our past behaviors, particularly those
exhibited publicly, even if they do not have desirable
outcomes.
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33. Time Constraints
Time Constraint is a term that defines various factors
that limit projects in terms of time. This includes
deadlines, workload management, resources
allocation. Anyone that has worked on a project had
to deal with certain constraints when it came to
execution.
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34. Uncertainty
A decision under uncertainty is when there are many
unknowns and no possibility of knowing what could
occur in the future to alter the outcome of a decision.
We feel uncertainty about a situation when we can't
predict with complete confidence what the outcomes
of our actions will be.
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35. Biases
A bias is a systematic error in decision-making and
thinking. It occurs when people process and
interpret information in the world around them. It
affects the decisions and judgments that they make.
People sometimes confuse cognitive biases with
logical fallacies.
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36. Conflict
Any decisions taken at any level have to take into
account the conflicting needs of the individuals who
are affected by the decisions and hence conflict
resolution is a part of the decision making process.
How well the conflicts are resolved depends on the
skill and leadership traits of the decision maker.
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37. Decision Making with Self-Awareness
1. What are your primary concerns in the decision making?
2. Are you constantly involved in power struggles with some
parties?
3. Do you desire for good relationships with all your
partners?
4. Are you stressed out?
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38. 1. Knowing his own style;
2. Playing to his strengths;
3. Knowing his drivers (Unconscious responses to
messages we picked up in early childhood);
4. Being aware of verbal and non-verbal
communication.
Decision Making with Self-Awareness,
Contd.,
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One Can follow -

39. Five Key
Questions to
Increase
Decision
Maker’s Self-
Awareness
1. Am I taking proactive steps to identify and
defuse/resolve my own “emotional triggers”?
2. Am I paying attention to what I need to pay
attention to?
3. Am I using effective strategies to reduce
burnout and nurture my own mental health?
4. Am I using an appropriate sense of humor to
build relationships, diffuse conflict, engage
partners, and manage my own stress?
5. Do I regularly acknowledge significant ways I
and others are making a difference in the lives
of others?
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40. Decision Making with Self-Regulations
1. Building relationships with partners, building trust
between you and other partner, establishing structure in
the decision making ground and clear oral and written
communication are considered important.
2. Benefits of EI included better relationships with people
associated to decision making, higher levels of others
engagement, and more trusting relationships.
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41. Decision Making with Self-Motivation
1. Self-motivation is, in its simplest form, the force that drives you to do the
things.
2. People can be motivated by many things, both internal and external
such as, desire to do something, love of someone, or need for money.
3. Usually, motivation is a result of several factors. Daniel Goleman, the
author of several seminal books on Emotional Intelligence, identified
four elements that make up motivation:
(i) Personal drive to achieve, the desire to improve or to meet certain
standards; (ii) Commitment to personal or organizational goals;
(iii) Initiative, which he defined as ‘readiness to act on opportunities’;
and (iv) Optimism, the ability to keep going and pursue goals in the
face of setbacks. This is also known as resilience.
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42. Decision Making with Empathy
1. Model it. Your counterparts are watching you, even when you think they are not.
Portray an attitude of empathy in the bargaining by showing compassion, positive
regard, and understanding for all with whom you interact.
2. Try to communicate empathy. An empathetic decision maker uses great
moments in decision making to explain how he perceives the situation
3. Emphasize shared values and common interests. Rather than highlighting how
your partners are different, help them to recognize things they may have in
common with one another. This includes things like hobbies and interests, or even
just a shared desire to do good in class.
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43. Empathetic Decision Maker, Contd.,
4. Offer a safe environment to discuss differences. Give your
counterparts ample opportunity to respectfully discuss their differences
within the context of discussions. This allows them to recognize that
having differences is not bad, but it leads them toward a healthy respect
for the opinions and perspectives of others.
5. Use self-disclosure. When appropriate, share stories or examples about
your own life to connect to them on a more personal level. An empathetic
decision maker is, after all, a human one.
6. Create opportunities for collaboration. Whether through group projects
or teams, allow them to work together and forge bonds through their
motivation to win or lose in an activity.
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44. Decision Making with Social Skills
1. Social Intelligence (SI) is the ability to successfully build
relationships and navigate social environments.
2. Nine ways that Goleman argues, you can improve your social
intelligence:
(i) The Protoconversation - social awareness & social
facility (know how to have smooth, effective interactions).
(ii) Your Social Triggers - think of a time when you felt
drained and defeated after an interaction.
(iii) Your Secure Base- this is a place, ritual or activity that
helps us process emotions and occurrences.
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45. Decision Making with Social Skills, Contd.,
(iv) Broken Bonds - lack of empathy
(v) Positively Infectious- when someone smiles at us, it’s hard not to smile
back.
(vi) Adopt to Adapt - Sometimes you should let yourself adopt their emotions,
put yourself exactly where they are.
(vii) Beware the Dark Triad - dark triad of people are the narcissistic or egoistic
personality, the Machiavellian personality and the psychopath or antisocial
personality.
(viii) Mindblind - Can you usually guess what someone is about to say? Are you
good at predicting people’s behavior? Do you think you are intuitive? If you
answered yes to these questions you probably have high mindsight–and high
social awareness.
(ix) A People Prescription - Goleman’s prescription for a long, healthy happy
life is positive relationships.
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46. How to develop a higher sense
of Emotional Intelligence?
1. Become emotionally literate - Label your feelings
rather than people or situations (Say “I feel” instead of
“I know”);
2. Distinguish between thoughts and feelings;
3. Take more responsibility for your feelings;
4. Use your feelings to help make decisions;
5. Use feelings to set and achieve goals;
6. Feel energized, not angry;
7. Validate other people’s feelings;
8. Use feelings to help show respect for others;
9. Don’t advise, command, control, criticize or judge or
lecture to others;
10. Avoid people who invalidate you.
Studies show that those
individuals with high
sense of emotional
intelligence tend to
succeed
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47. Final Thoughts
Emotional intelligence (EI) enables us to make
effective decisions. Cornell University
researchers found that individuals with higher EI
picked up better on critical bodily signals and
used that information to avoid risky decisions.
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48. Thank You!
48