Developing Emotionally Intelligent Work Teams - Peter Reilly (University of Limerick)
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This document discusses developing emotionally intelligent work teams. It identifies benefits of emotional intelligence for groups, including improved library services and project outcomes as well as enhanced performance and organizational wellbeing. Emotional intelligence is a skill that any team can learn with a growth mindset. Emotionally intelligent work teams are high performing with team efficacy, proficiency, and a cohesive identity based on trust. The document provides strategies for resolving personal conflicts in teams through avoiding a negative emotional climate, redesigning tasks, and team building exercises.
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Developing Emotionally Intelligent Work Teams - Peter Reilly (University of Limerick)
- 1. Developing Emotionally Intelligent Work Teams By Peter.Reilly@ul.ie
- 3. Improves Library Services & Project Outcomes
- 5. Emotional Intelligence a skill Any Team can learn All you need is a Growth Mindset
- 6. Ability to Understand Feelings Use them to develop clearer Thought Processes
- 7. Empowers Staff to take Responsibility for their own work. Greater trust in their leaders (Dweck, 2006)
- 8. Emotionally Intelligent Work Teams are High Performing Team Efficacy Proficiency
- 9. Form Cohesive Identity – based on Trust Confident confront difficult Situations- Actively seek advice externally
- 10. Proactive in resolving personal conflict quickly Base Decisions on own emotions Develop clearer thought to solve Problem Negative feelings - Motivator to succeed Change is inevitable – Disrupt Technology Controls emotions to Solve issue Aware Personal conflict damages team Traits of Emotional Intelligence
- 11. An EI Leader forms an Emotional Connection with Staff to succeed
- 12. Inspires staff by Valuing their work Links to Organisational Strategy
- 13. Emotional Culture Determined by Leader’s Facial Expressions & Body Language (Barsade & O’Neill, 2016)
- 14. Change Emotional Culture By Deep Acting Fake it – ‘til you feel it
- 15. Four Common Errors Amplifying indiv errors of member Polarization results from Extreme Views Focusing on Shared Knowledge Cascading to the Wrong Decision Problems Affecting Group Dynamics (Sunstein & Hastie, 2014)
- 16. Strategies for Resolving Personal Conflict in Teams
- 17. Avoid a Negative Emotional Climate Developing
- 18. Redesign Tasks Create Opportunities to use Skills & Collaborate
- 19. Team Building Exercises Learn to be vulnerable & control emotions
- 20. Coping Skills & Knowledge to deal with Future Challenges of A.I.
- 22. Thanks for your attention Peter.Reilly@ul.ie ul.ie
Editor's Notes
- Presentation is based on a journal article which is currently being Peer Reviewed It’s a literature review of studies conducted among work teams within the Scientific, Animation, IT and Professional Service sector leadership is discussed in both a Team and Organisational context.
- By the end of this session you should be capable of the following: Identify the benefits of developing Emotionally Intelligent Teams Examine the the concept of Emotional Intelligence Recognise problems affecting Group Dynamics. Apply effective strategies to resolve these.
- One of the main benefits to leaders, managers and employees of developing Emotionally intelligent work teams are improving services and project outcomes. Libraries like many organisations can achieve this by cultivating a coaching and mentoring culture among their employees.
- Another benefit is it enhances employees performance and emotional wellbeing throughout the Organisation. Because it reduces stress and prevents burnout.
- Potentially any team can learn the skills to be emotionally Intelligent. Once they adopt a positive attitude to developing a Growth rather than fixed mindset approach to their work. Developing a Community of Practice is an effective learning mechanism to achieve this objective. (Gola & Martin, 2020)
- Now lets briefly look at Emotional Intelligence or EI as its known. A theory developed by the Psychologists (Salovey & Mayer, 1990) as a subcategory of Social Intelligence. It was subsequently popularised by the author Daniel Goleman in his best selling book of the same name in 1995. Consists primarily of four inter connected components known as the 4 Branch Model: (Côté, 2014) and used as standard test for EI. Perceiving and expressing emotions Using emotions Understanding emotions Regulating emotions
- EI empowers staff to Take responsibility for their own work and more committed to it. (Dweck, 2006) Employees operating in a Growth Mindset Organisation tend to trust their leaders more.
- EI Work Teams are High Performing consisting of both Efficacy and Proficiency. Efficacy is the ability to recover quickly from setbacks by learning from the incident itself rather than dwelling on it. Team Efficacy is the team’s confidence and ability to cope with stressful situations and overcome any obstacles from achieving their goal. They become stronger from these experiences, and actively seeks them out , which is determined by amount time and effort commit to solving them. Proficiency are the skills and knowledge required by team to achieve their objective.
- A group’s cohesive identity forms by members considering each other’s feelings, opinions and being alert to the impact confrontation has on them. They are sufficiently confident to confront difficult situations and actively seek out advice from external members regarding a specific issue. These teams realise the value of presenting their ideas to a hostile audience, is the negative feedback received which challenges their own assumptions about it. Harshest critics provide most valuable insights to a problem since dedicated time analysing it for any potential weakness.
- EI Individuals or leaders possess certain Characteristics or Traits. Base their decisions on their own emotions. Capable of developing clearer thought processes to solve problems. Use both Negative & Positive feelings as internal motivator to succeed. Realise that change is inevitable to due to disruptive technology which brings new challenges and learning opportunities. Capable of controlling their emotions during stressful situations by remaining calm and professional throughout which endears them to colleagues. Aware of the damage personal conflict can cause to a team if not resolved quickly Always proactive in resolving personal conflict by trying to understand the aggrieved persons view.
- An EI leader forms an emotional connection with their staff to succeed. Realising individuals take pride in their work and are internally motivated by others valuing it from both within and outside the organisation. A Team leader creates a positive work environment by increasing cooperation among team members and eliminating simmering tensions which contributes to improved performance. Treats all members as individuals rather than a homogenized unit, and protect the group from negative criticism. Facilitates creativity by being open to new ideas from members., and recognizes their own weaknesses & the strengths within the group.
- An EI leader inspires their staff by valuing their work. And explaining how it aligns to Organisational Strategy
- All organisations have an emotional culture whether they acknowledge it or not Can be positive or negative depending on type of non verbal messages conveyed by leader These are the feelings and behaviour acceptable for employees to display publicly to one another in work place. A negative Emotional Culture results in Poor Decision making, stress anxiety, poor performance., low morale and thwarts innovation.
- Negative Emotional Culture can be reversed by the Management acknowledging the existence of Shared values, feeling and emotions. Listening to employees concerns, and implementing a change for the better. (Ashkanasy & Dorris, 2017) Another option is a leader a can fake an emotion by Deep Acting starting with Joy, Love Anger Fear, and Sadness depending on circumstances. As emotions are contagious employees will start to behave the same, and eventually it will become natural to them An Emotional Culture will flourish once integrated with operation processes as part of the overall Organisational Strategy. (Barsade & O’Neill, 2016)
- Sunstein & Hastie Attribute these problems to individuals mis-reading information signals during meetings. Feels under pressure to avoid group conflict by agreeing to group consensus, Although they know it’s wrong, and remain silent to protect their own reputation These 4 errors occur because members focus on the knowledge that everyone already knows rather the knowledge being withheld, by some individuals present. Results in the collaborative blocking of ideas where one idea dominates all arguments for or against it. This leads to group polariziation since alternatives are not considered. Planning Fallacy more common among work teams as they miscalculate time scale in completing a project due to their own inaccurate forecasts.
- Work Teams suffering from Low Self esteem and low Emotional Intelligence are more prone to problems of personal conflict, mistrust and bad planning. Managers need to be aware of this because it impacts on performance and productivity.
- Another strategy is to redesign tasks to facilitate more collaboration and social interaction among staff. This provides opportunities for them to showcase their skills and knowledge. Avoids them operating in Silos and feelings of being isolated from their colleagues.
- Team building exercises are an effective strategy for improving group dynamics and performance. Members are taken out of their comfort zone and learn to control their emotions by being vulnerable. Compelled to rely on co-operation from others to complete complex task. The group emerges from this experience empowered and more capable for dealing with emotional challenges.(Druskat & Wolff, 2001)
- EI individuals possess the necessary coping skills and Knowledge to deal with tech disruption. They realise libraries need to implement change management processes to satisfy users demand, particularly the future challenges posed by AI. As Library collections and knowledge systems are not only accessed by humans but machines and cognitive technologies.