Northwest Justice Forum
An Unexpected Journey
Wednesday, June 26, 2013
Clackamas Community College
Chris Wilson
Self Awareness
Mediation
Emotional intelligence, mindfulness, unconscious processes
What's Your Emotional Intelligence Quotient- EQ? Includes the Nature of Emotions, Importance of Emotional Intelligence, What are YOUR moods and emotions?http://www.lynboyer.net/?page_id=1940
Emotional intelligence and Emotional Resilience in Social WorkClaudia Megele
Presented at the British Association of Social Workers Student Summit/Conference in 2011
What is emotion?
The Dichotomy of reason/logic vs. emotions
What is emotional intelligence?
Emotional Intelligence in Social Work
What is Stress?
Emotional Resilience
The Role of Organisational Culture
Mitigating and Managing Stress
What's Your Emotional Intelligence Quotient- EQ? Includes the Nature of Emotions, Importance of Emotional Intelligence, What are YOUR moods and emotions?http://www.lynboyer.net/?page_id=1940
Emotional intelligence and Emotional Resilience in Social WorkClaudia Megele
Presented at the British Association of Social Workers Student Summit/Conference in 2011
What is emotion?
The Dichotomy of reason/logic vs. emotions
What is emotional intelligence?
Emotional Intelligence in Social Work
What is Stress?
Emotional Resilience
The Role of Organisational Culture
Mitigating and Managing Stress
Focus the hidden driver of excellence- SummaryGMR Group
Daniel Goleman begins by explaining how we pay attention, how we focus and how we make fundamental decisions based on an overview of the anatomy of our brain. He explains the difference between “bottom up” thinking, where our more primitive brain (the amygdala) drives basic reactive thought and instinct based fast thought, such as what drives us (food, sex, emotion) and the slower “top down” thinking that emanates from our more advanced pre-frontal cortex or executive functioning brain. Critically to understand how these work one must also understand how they conflict and how they complement one another. Understanding the way the brain works helps us understand and influence whether we merely react or whether we control our thought.
The book then goes on to explore a somewhat eclectic selection of brain functions and attributes that form our thought processes. He explores how we perceive others, or “read” them; the role of empathy in our thinking; how we perceive patterns or fail to; how we act upon immediate threats but largely ignore distant threats; and how these thinking patterns help us to succeed and to fail.
He discusses how not the amount of practice but the quality of practice defines how proficient we are. He challenges the 10,000 hour myth, in which it is argued that a talent or skill is developed to proficiency with 10,000 hours of practice explaining that proficiency and mastery require quality practice for many hours.
An interesting book to read for developing a good Leadership Traits.
Focus the hidden driver of excellence- SummaryGMR Group
Daniel Goleman begins by explaining how we pay attention, how we focus and how we make fundamental decisions based on an overview of the anatomy of our brain. He explains the difference between “bottom up” thinking, where our more primitive brain (the amygdala) drives basic reactive thought and instinct based fast thought, such as what drives us (food, sex, emotion) and the slower “top down” thinking that emanates from our more advanced pre-frontal cortex or executive functioning brain. Critically to understand how these work one must also understand how they conflict and how they complement one another. Understanding the way the brain works helps us understand and influence whether we merely react or whether we control our thought.
The book then goes on to explore a somewhat eclectic selection of brain functions and attributes that form our thought processes. He explores how we perceive others, or “read” them; the role of empathy in our thinking; how we perceive patterns or fail to; how we act upon immediate threats but largely ignore distant threats; and how these thinking patterns help us to succeed and to fail.
He discusses how not the amount of practice but the quality of practice defines how proficient we are. He challenges the 10,000 hour myth, in which it is argued that a talent or skill is developed to proficiency with 10,000 hours of practice explaining that proficiency and mastery require quality practice for many hours.
An interesting book to read for developing a good Leadership Traits.
Interested to know how EQ could develop your Human Capital and help you improve your performance and your leadership skills. Read this presentation, feel free to ask any question
●Logical-Mathematical Intelligence: Ability to reason logically and perform mathematical calculations.
●Spatial Intelligence: Aptitude for visual and spatial thinking and understanding relationships between objects.
●Musical Intelligence: Skill in musical abilities, such as pitch, rhythm, and composition.
●Bodily-Kinesthetic Intelligence: Expertise in controlling body movements and handling objects.
●Interpersonal Intelligence: Capability to understand and interact effectively with others.
●Intrapersonal Intelligence: Self-awareness and understanding of one's own emotions, motivations, and goals.
●Naturalistic Intelligence: Sensitivity and knowledge about the natural world and its phenomena.
Many at times, we struggle to understand why we sometimes have feelings such as joy, sadness, fear and anger. And this doesn’t apply just to ourselves: do you ever find yourself looking at someone and trying to second-guess their behaviour, or wondering what is going on inside their head?
Similar to The Emotionally Intelligent Practitioner: Past, Present and Implications for the Future (20)
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The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
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2. Introduction
Back story
• EI and mediation training
Slideshare
Acronyms
• EI = Acronym for emotional intelligence
• EQ = emotional quotient or a measurement of the
degree of emotional intelligence development
3. Emotional Intelligence
• Self awareness
• Self regulation
Mindfulness
Unconscious processes
The exciting part is that we get to
create the future!
Past
Present
Future
4. Purpose – Awareness
How? By taking just 10
seconds to jot down your internal
dialogue.
You won’t be asked to share your personal thoughts.
You will be asked to share your meta-thoughts.
Check in now
6. Foundational
Free expression of
emotions (good and bad)
Restores and
Builds relationships, which creates
social capital.
(Wachtel & McCold, 2004).
Essence of community
7. “Tolstoy wrote that everyone thinks of
changing the world, but no one thinks of
changing himself. Many mediators are drawn to
conflict resolution because of its potential to
change other people, but they fail to perceive
that unless they change themselves, the very help
they offer may limit or confine the people they
are trying to support” (Cloke, 2001, p. 41).
What does this mean for us?
8. Dr. Cloke goes on to say…
“The raw emotions and rough tensions that
emerge during mediation call on us to be
centered in our emotional experiences”
(Cloke, 2001, p. 47).
So the question becomes:
How comfortable are we with strong displays of
emotion?
10. Emotion, move, and motivate share the Latin
root = emovare – to move.
Exploring and developing emotional
intelligence makes us happier, and able to:
• Motivate ourselves
• Manage stress
• Resolve conflict
11. It gives us the skills to:
• Encourage
• Comfort
• Discipline
• And confront
people.
12. Amygdala – Center in the brain where
emotions are stored.
• Every time we build a memory or learn something we
build an emotional (cellular)
connection to it, no matter how
small. When we think about that
memory again, the
emotion is reactivated.
*Math*
13. Emotions become cellular signals that
translate information into physical reality.
Mind and body are inseparable.
Stress and sickness
14. 175 mediation training organizations were polled
and asked about training mediators to deal with
emotions in mediation.
The article focused on two key EI
competencies:
• Self-awareness
• Self-regulation
15. • Knowledge and is being shared.
• 67% of transformational mediators - did not think
training was adequate.
• General consensus – Most training doesn‘t sufficiently
teach how to be with, or work with, strong emotions
in mediation.
• All participants supported including emotional self-
awareness in mediation training.
• Thoughts?
16. Emotional Intelligence is the capacity for
-recognizing our own feelings,
-the feelings of others
And for
-motivating ourselves as well as
-managing emotions well
in ourselves and in our relationships.
(Goleman 2000, p. 317)
17. Men and women are generally
Equal
in total emotional intelligence
EI does not mean ―being nice‖.
Nor does it mean letting your feelings have free rein or–
―letting it all hang out.‖
EI can be learned and enhanced with
Maturity
Experiences
Exercises
18. Some experts claim that EI…
• Is more powerful than IQ
• Matters twice as much as IQ
• Or is the best predictor of success
in life
• What do you think?
http://www.youtube.com/watch?feature=player_detailpage&v=UBTlbO8
Kto0
19. Psychological Inquiry 2004, Vol. 15, No. 3, 197-215
Research says:
• ―As EI rises, so does academic
performance, measures of relatedness, the ability to
communicate motivating messages such as vision
statement, and other similar criteria‖ (p. 209).
• ―EI varies inversely with bullying, violence, tobacco
use, and drug problems‖ (p. 207).
This study measured middle school aged adolescents.
(Mayer et al., 2004)
20. Solving emotional problems likely requires less
cognitive effort.
(Mayer et al., 2004)
Drawn to occupations
involving social
interactions – Teaching
Counseling
Check in now
22. A CLOSE LOOK AT SELF-AWARENESS
• Intuition is at the heart of self-awareness.
• This is literally a feeling
in the abdominal area
telling us:
―Something does/n‘t feel
right.‖
• These cues play a huge role in
emotional emergencies.
23. ―Gut feeling‖ is what scientists refer to as a
second brain located in our abdomen.
• Aka – intuition, wisdom
Composed of millions of neurons.
Originating from the neural
crest.
Beware – there
might be more!
• The Other 90 Percent
24.
25. Call it intuition, higher power or whatever
you choose. We need to learn
to trust it and trust it often.
Think about a time your gut told
you something and you didn‘t
listen.
What stopped you?
Examples – Regrets, Successes?
26. When we don‘t listen, it‘s usually
because we are trying to please others
instead of ourselves.
Decision making comparison.
27. ―An intuitive decision is nothing but a
subconscious logical analysis.‖ (Goleman 2000, p. 54)
It is ―the capacity to sense messages from
our internal store of emotional memory—our
own reservoir of wisdom and judgment‖
(2000, p. 54)
28. It‘s at the heart of self-awareness and self-
awareness is the foundation for the following 3
competencies:
(Goleman 2000)
30. RECOGNIZING ONE’S EMOTIONS AND THEIR EFFECTS
People with this competence:
Know which emotions they‘re feeling and why
Realize the link between feelings and what they
think, do, and say
Recognize how feelings affect performance
Have a guiding awareness of values and goals
(Goleman 2000, p. 54)
32. Are we generally aware of our emotions?
Barriers and consequences -
+ Busy schedules
+ Emotional oblivion
+ Ignorance of messages our bodies are sending
= Chronic headaches, backaches, anxiety
―Alexithymia‖ – psychiatric term for people with a
confused awareness of their own feelings.
33. ―People have to stop thinking of their feelings as irrelevant
and messy, and realize they are in fact highly
differentiated, nuanced patterns of reaction, knowable
sources of information.‖
Dr. Shoshana Zuboff, Psychologist and Professor at
Harvard Business School
―We only know what to do by realizing what feels right to
us. Attention is our most precious resource. Feelings
are the body‘s version of the situation; everything we
want to know about our situation is revealed in our
feelings.‖
(Goleman 2000, p. 61)
34. KNOWING ONE’S INNER RESOURCES, ABILITIES, AND LIMITS
People with this competence are:
Aware of their strengths and weaknesses
Reflective, learning from experience
Open to candid feedback, new perspectives, continuous learning,
and self-development
Able to show a sense of humor and perspectives about
themselves.
• The opposite – Blind spots
(Goleman 2000, pp. 61-62) Check in now
35. Blind spots result in lack of self-awareness.
We can‘t bear to admit to failings.
Antidote: Seek out feedback! (Goleman,2000)
Unrealistic
Goals
36. A STRONG SENSE OF ONE’S SELF-WORTH AND CAPABILITIES
People with this competence:
Present themselves with self-assurance; have
―presence‖
Can voice views that are unpopular and go out on
a limb for what is right
Are decisive, able to make sound decisions
despite uncertainties and pressures
(Goleman 2000, p. 68)
39. After the story, rate the following characters on a
continuum from 1 to 5.
1 = best/least reprehensible 5 = worst/most
reprehensible
BUFFY _________
SKIP ___________
OLD NORMAN ___________
SINBAD ___________
SLUGGO ___________
40. Were values obvious?
Were you decisive in prioritizing characters?
Did you go with your gut?
Were you open to new perspectives?
How did this exercise make you feel?
Check in now
41. What are some things we can we do if
we become aware that we are not
handling our emotions well in a
mediation?
Any questions before we leave self-
awareness and proceed to self-
regulation?
42. Managing one’s internal states, impulses, and resources.
1. Self-control: Keeping disruptive emotions and impulses in
check.
2. Trustworthiness: Maintaining standards of honesty and
integrity.
3. Conscientiousness: Taking responsibility for personal
performance.
4. Adaptability: Flexibility in handling change.
5. Innovation: Being comfortable with novel
ideas, approaches, and new information.
• Vulnerability
(Goleman 2000, p. 26)
43. Faking EI
• Our true self shows through:
Body language
Can‘t wholly conceal body language
Verbal expressions
Tone, words, pitch
Facial expressions
Our face can be the least revealing part of us.
Why?
44. People are better at controlling their overall
facial expression than
• their tone of voice
• body language
• fleeting micro-emotions.
(Goleman 2000, p. 323)
Ekman calls these micro expressions
• Very fast, lasting only 1/5 of a second
• Reveal emotions one is trying to conceal
• Lacks smoothness
(Ekman, Paul. Emotions Revealed. New York: Holt Paperbacks, 2003)
Lie to me
Check in now
45. Something else to consider…
American Journal of Cardiology published an article
saying our heart‘s magnetic field -
• not only permeates every cell in our body
• but also radiates outward.
Electrical changes in the heart have been detected up
to five feet.
Generally, your heart’s energy can be felt from 2 to 3
feet away.
Others can feel if we are genuine or fake.
(Gordon, J. 2003. Energy Addict. New York: The Berkeley Publishing Group.
pp. 163-164)
46. Think of a recent interaction with others in
which your felt upset, impatient, or angry.
Take a minute to answer the questions
on your handout.
(Hughes & Bradford Terrell, 2012)
47. 3 Things we can practices to avoid acting impulsively:
1. Take your own emotional pulse. Fill in the blanks: ―I feel ___,
because ____.
1. This is simple reality testing.
2. Take a deep breath in through your nose and let it out through
your mouth. Keep exhaling until all the air is released.
1. Breathing deeply interrupts much of the physiological momentum that can
build and lead to impulsive behavior.
3. Ask yourself: ―What is the very best possible outcome that can
happen in this situation?‘ and see what occurs to you.
1. Thinking cognitively takes your attention out of the emotional circuitry and
helps target the optimal outcome. (Hughes & Bradford Terrell, 2012)
Moving out of EI and into consciousness
48. Mindlessness
Impairs our work
Makes us unavailable to
our clients
Diminishes ability to
• Gather information
• Listen
• Understand
Riskin, L. L. (2004). Mindfulness: Foundational Training for Dispute Resolution.
Journal of Legal Education, 79-90.
49. by LL. Riskin (2004) Journal of Legal Education
Mindfulness means:
Being aware
Moment to moment
Without judgment
Of one‘s bodily sensations,
thoughts, emotions, and
consciousness (Riskin, 2004)
Living in the NOW instead
of the past or future
50. Achieved through meditation, focusing first
on
Breath
Next bodily sensations
Emotions
Thoughts
Finally Bare-attention – moment to moment
non-judgmental awareness (Riskin, 2004)
Mindfulness exercise and debrief
51. A ―mental mode of being engaged in the present
moment without evaluating or emotionally reacting to it‖
(Jha, A. P. 2013. Being in the Now. Scientific American Mind, 26-33).
Shifting attention from a narrative mode of viewing self
to a more experiential view. Observing the unfolding of
your thoughts, feelings and sensations over time. (Jha, A.
P. 2013. Being in the Now. Scientific American Mind, 26-33).
52. LL. Riskin (2008) South Texas Law Review
Mindfulness could enhance tendencies to
behave ethically.
We become more aware of our thought
processes and the intentions behind them.
Helps us see interconnections with others.
Greater likelihood of adopting universal norms
such as honesty and fairness.
Thoughts? Check in now
53. Mindfulness, Emotions, and Ethics: The Right Stuff? Nevada Law Journal
Ellen Waldman celebrates Leonard Riskin‘s ‗mindfulness‘ and suggests
limitations.
• Examines mindful practice and ethical decision-making
• Mindfulness may affect conscious but not unconscious processes.
• Recommends changing one‘s environment to effect unconscious
processes.
• States unconscious prejudices will come out in our body language.
• For more about the brain and unconscious processes watch Brain Games
on NatGeo
Waldman, E. (2010). Mindfulness, Emotions, and Ethics: The Right Stuff? Nevada Law Journal, 513-534.
54.
55. Was it easy tuning in to your internal dialogue?
Do you see any patterns or trends in your dialogue?
What impact could your internal dialogue have
played in your participation in this workshop?
Is there anything you want to change about your
internal dialogue?
• If so, what would it be?
57. “CONFLICT IS THE ARROW
POINTING TO WHAT WE NEED TO
LEARN MOST”
~Kenneth Cloke~
58. Works Cited
Cloke, K. (2001). Mediating Dangerously: The Frontiers of Conflict Resolution. San Francisco: Jossey-Bass Publishers.
Ekman, P. (2003). Emotions Revealed: Recognizing Faces and Feelings to Improve Communication and Emotional Life. New
York: Holt Paperbacks.
Goleman, D. P. (2000). Working with Emotional Intelligence. New York: Bantam Books.
Gordon, J. (2003). Energy Addict. New York: The Berkeley Publishing Group.
Hughes, M., & Bradford Terrell, J. (2012). Emotional Intelligence in Action. San Francisco: Pfeiffer.
Jha, A. P. (2013). Being in the Now. Scientific American Mind, 26-33.
Katz, N. &. (2006, November 03). Interpersonal Communication and Conflict Management Skills Workshop. Fort Lauderdale.
Lynn, A. B. (2007). Quick Emotional Intelligence Activities for Busy Managers. New York: American Management Association.
Mayer, J. D., & Caruso, D. R. (2004). Emotional Intelligence: Theory, Findings, and Implications. Psychological Inquiry, 197-215.
Riskin, L. L. (2004). Mindfulness: Foundational Training for Dispute Resolution. Journal of Legal Education, 79-90.
Riskin, L. L. (2008). Awareness and Ethics in Dispute Resolution and Law: Why Mindfulness Tends to Foster Ethical Behavior.
Texas Law Review, 493-503.
Schreier, L. S. (2002, Fall). Emotional Intelligence and Mediation Training. Conflict Resolution Quarterly, pp. 99-119.
Wachtel, T., & McCold, P. (2004). From Restorative Justice to Restorative Practices: Expanding the Paradigm. IIRP's 5th
International Conference on Conferencing, Circles and other Restorative Practices. Vancouver: International Institute for
Restorative Practices. Retrieved February 09, 2010, from What is Restorative Practices: http://www.iirp.org/whatisrp.php
Waldman, E. (2010). Mindfulness, Emotions, and Ethics: The Right Stuff? Nevada Law Journal, 513-534.
59. Feel free to contact me at:
Iheartresolution@gmail.com
I HEART
RESOLUTION
The End