Transcript EMOTIONAL INTELLIGENCE

The MBA guide
to
Emotional Intelligence
and
Social Networking
Edited by
Bud Labitan, MD, MBA and Tim Milan, MBA
Our Goal
Provide a summary of Emotional Intelligence
and Social Networking ideas that promote
an increased level of win-win networking
interaction among Purdue University
Calumet School of Management MBA and
MBAE Faculty, Students and Alumni.
E I ?...WHAT IS IT?





EI is a different way of measuring intelligence.
EI is knowing your feelings and recognizing their
influence in the decision making process.
EI is being able to identify and manage your
moods to control your impulses.
EI is staying motivated, hopeful and optimistic
when you experience setbacks.
EI is recognizing what people around you are
feeling and reacting to it positively.(empathy)
The 6 Key Skills of
Emotional Intelligence






Self Awareness
Empathy
Managing Emotions
Communication
Cooperation
Conflict Resolution
Social Skills refer to getting along with people,
managing emotions and relationships, effective
communication, persuasion, and leadership.
MANAGING EMOTIONS





Understand how hope can be an asset.
Understand what happens when emotions get the
upper hand.
Know how to pause and judge a moment for
appropriateness.
Find ways to deal with anger, fear, anxiety and
sadness.
Learn how to channel emotions to a positive end.
COMMUNICATION:




Good communication skills foster quality
relationships.
Being able to authentically express personal
concerns without anger or passivity is a key
asset.
Enthusiasm, optimism, pessimism and negativity
are all contagious.
What feelings are being communicated to
others? How? ( body language, tone of voice,
inflection )
COOPERATION:






Know how and when to take the lead and when
to follow.
Learn how to value others’ contributions and
encourage participation.
Recognize the consequences of decisions and
actions.
Follow through on commitments.
Take responsibility for your own actions.
REMEMBER: Effective leadership is the art of
helping people work toward common goalsNOT DOMINATION
RESOLVING CONFLICT:
Understand the mechanisms at work.
 People in conflict are usually locked into a
self perpetuating emotional spiral.
 Usually the declared subject of conflict is
NOT the key issue.
 Need to learn how to use the skills
previously discussed to resolve conflict.

Your E.I. “value-enhanced skills” may help in
future Bargaining or Negotiations
Zone of Agreement
Seller’s Surplus
Buyer’s Surplus
S
Seller’s RP
X
B
$
Buyer’s RP
Final Contract Price
Shaping Attitudes
 Beliefs,
feelings and judgments about
situations, ideas and objects are formed
over time.
 Based on direct experience, therefore
learned.
 Genetic physiological makeup may create a
predisposition to acquire certain attitudes.
These are more resistant to change.
The Self Talk Cycle
SELF-TALK
- Positive
- Negative
BEHAVIOUR
SELF-REGARD
ANTICIPATION
OF THE FUTURE
- Optimistic
- Pessimistic
Influences on Attitudes

Shared Perceptions


Social comparison leads to reevaluation of our
beliefs, and it increases media influence.
Consistent Information
Inconsistent information makes us uncomfortable.
 Must be consistent across different modalities and
time.
 Tend to be much influenced by first impressions

Social Cognition
Persuasive Communication

Central Route: We focus on the message.
 Reasoned,

rational arguments are more effective.
Peripheral Route: We are distracted by
noise, other thoughts, etc.
 Personality
and credibility of messenger, appeal to
emotions are more effective.
Cognitive Dissonance

State of tension when two or more cognitions are
psychologically inconsistent.

Competing cognitions.


Internal conflict between values, attitudes and beliefs (Festinger,
1957). Subjective and it makes us uncomfortable.
Can lead to attitude or behavior change.

Act to relieve the discomfort of the dissonant cognitions.
Social Interaction
Affiliation
 Reading Nonverbal Behaviour.
 Self Presentation (Impression Management)
 Influence of Others
 Helping or Hurting Others
 Liking and Loving Others

One-To-One Interactions

Influence/Compliance Principles (Cialdini, 1975):
 Foot-in-the-door
techniques—once they agree to a
small request . . .
 Door-in-the-face technique—start big and back off
(reciprocity principle).
 Four walls technique—once they say “yes” a couple
of times . . . (telemarketing).
 Low ball techniques—once they’re committed . . . (car
sales, bait and switch).
Cialdini’s 6 Principles of Influence
1.
2.
3.
4.
5.
6.
Reciprocation
Consistency
Social Proof
Liking
Authority
Scarcity
One-To-One Interactions
Compliance Principles

Comparison of FID and DIF techniques (Harrari
et al., 1980)—all significantly different:
 FID—33.3%
compliance
 DIF—78.0% compliance
 Control—56.8% compliance.


Among college faculty, starting larger and
reducing request (DIF) works best.
Faculty respond least well to the moderate
request when it’s preceded by a smaller one.
Better to just ask for the larger.
One-To-One Interactions
Obedience and Conformity
Social conformity
 Milgram’s famous experiments (early 1960s)

 “Just
following orders.”
 Ethical issues.
 Applications to real world situations
Hofling, et al. (1966)
 Rank & Jacobson (1977)

Many-To-One Interactions
Existing within Social Forces


We act differently with others than we would
alone.
Kurt Lewin (1st social psychologist)
 Behaviour
is the function of the person interacting
with the environment.
 Developed Social Field Theory based on physics.



We exist in a field of active forces.
Internal forces—desires, goals, abilities.
External forces—pressure from others, responsibility,
obligations.
Many-To-One Interactions
Existing within Social Forces
Bibb Latane
Social Impact Theory—We can measure the effect
of forces that act on an individual (pulse, blushing,
beliefs, values, attitudes, cognitions).
 The impact is multiplicative and depends on:

Strength of the force—importance to individual.
 Immediacy of the force—how close, either physically or
psychologically.
 Number of forces, including those at a distance.

Many to One
Social Impact Theory
• More forces, more
total impact but each
individual force has
less influence.
• Distance diminishes
influence of source.
Social Impact Theory
Blah,
blah,
blah.
More targets, less
influence on each one:
diffusion of social impact.
Many-To-One
Effect on Performance

Effect of an audience
 Social
facilitation—improved performance of simple
tasks or when highly skilled.
 Social inhibition—impaired performance of complex
tasks or when unskilled.

Presence of others is arousing
 Yerkes-Dodson:
optimal level of arousal for each
individual. Performance peaks at optimum level of
arousal.
Many-To-One
Effect on Behaviour

Social Loafing
 May
work less hard in a group (Latane’s
shouting study).
 Tend not to pull our weight in a group if
individual performance cannot be identified.
Many-To-One
Effect on Behaviour

Bystander Apathy
 Bystander
Effect: Reluctance to come to the
aid of someone in trouble when there are
others around. Like social loafing.
 Affected by
Diffusion of responsibility
 Social inhibition
 Ambiguity
 Pluralistic ignorance

Many-To-Many
How We Behave in Crowds



People in crowds do things they would not do
when alone.
Social restraint--conforming to social norms.
Deindividuation
 Lose
self-awareness, individuality
 Zimbardo’s prison study
 Mob mentality
Social Psychology
One-To-Many: Leadership
Social psychology tries to study leadership
objectively:
 Studies
of the personal characteristics of
people perceived as strong leaders.
 Some commonalities. Good leaders are
perceived as:
More intelligent.
 More outgoing.
 More dominant.

Today’s Environment








Pressure to grow
Downsizing corporate cultures have gone from vertical
to horizontal
Internal and external competition
Increased work hours
Increase in technological complexity
Collaborative partnerships are replacing the old
command-and-control hierarchy
Higher level of stress
Lack of balance in life
Why Leaders Fail

Rigidity: They are unable to adapt to
change.They are unable to take in or respond to
feedback about the traits they need to change.

Poor Relationships: They alienate those they
work with by being too harshly critical,
manipulative, insensitive, overly demanding or
untrustworthy
Study by Centre for Creative Leadership
What is
Emotional Intelligence?
Factors
that are related to success in life
Helps us understand why some people
do well in life while others fail
Distinct from IQ (Cognitive Intelligence)
What Emotional Intelligence Is Not
Cognitive
Intelligence (IQ)
Aptitude
Achievement
Vocational
Interest
Personality
Static - Results can change over time
EQ and Age
Problem Solving
Ability to identify & define problems, and
to generate & implement solutions:
 Defining
problem
 Confident & motivated to tackle it
 Multiple solutions
 Decision to implement
 Conscientious, disciplined, methodical,
systematic & persistent in solving problems
Social Responsibility
Acting responsibly, having a social
conscience & concern for others
 Co-operative, contributing & constructive
member of one’s social or work group
 Ability to do things for others

Social Networking Summary
 Historically,
academics have explained individual success based
primarily on human capital (e.g., education, knowledge and skills,
etc.)—”what you know” While this remains important, people also
realize the importance of “who you know”
 People
and companies that think carefully about networking can realize
key benefits


Access to new information, knowledge and opportunities
Access to other forms of capital, most notably financial capital
 There
are several principles that help people and organizations build
“social capital”


Creating a plan to build one’s network, or “pattern of connections”
Avoiding unethical or improper use of networking
 Networking
is not always beneficial, as there are some liabilities with
establishing social relationships

Cliques
Generally speaking, networking builds social capital. Social capital is the
value of a social network of contacts. The value of a network depends
primarily on




its structure
the quality of relationships between its members
the resources to which its members have access
the resources which flow through the network (information,etc.)
Actors, including individuals and groups / organizations, can increase
the value of their social networks by being careful about the content,
pattern, and quality of their networks.
There are many types of social networks at both the organization and
personal level, ranging from family relationships to hobby groups
Filial, Social,
Religious
Group Level
Personal Level
 Personal
/
Education
 Classmates
family
contacts
 Church
contacts
 Other social
contacts (e.g.,
friends)
 Teachers
 Relationships
 Relationship
between
families, social
groups,
churches
/
professors
s between
schools,
universities,
research
groups
Work-Related
 Mentors
GeographyRelated
/
protégés
 Bosses /
subordinates
 Clients,
suppliers, other
business
contacts
 Relationships
with other
workers
 Neighbors
 Relationships
between firms /
organizations







Customers
Suppliers
Alliance
partners
Financiers
Alumni
Auditors
Industry groups
Political
 Personal
members
 E.g., local
govmnt,
community
involvement
relationships
party
/ support
group
contacts
 E.g.,
Lexington
town council
members
 Relationshi
 Relationships
 Relationship
 Town
ps between
neighborho
ods, towns,
cities, etc.
 Political
Interest
Related
between
political
bodies
relationship
s with
people who
share your
interests
 E.g., golf
club
buddies
s between
interest
groups
However, the 4 main theories of social capital generally agree on 3 categories of
benefits of developing and using social capital
Benefits
Influence and
Control

Ability to influence the actions of other
people or organizations

In some instances, ability to control the
actions of other people or organizations

Allows the holder of capital to get other
people or organization to do what he or she
wants them to do
Can provide holder of social capital with
information that is difficult or impossible to
find elsewhere (assymetric information)

Information


Trust and
Solidarity
Often this kind of information can improve
decision making, or provide unique
opportunities
Trust is beneficial to enhancing increased
group interaction and can facilitate certain
types of information and knowledge flow
within an organization
Example

A corporation is able
to influence a
supplier’s decision
not to merge with
another supplier

An individual is able
to find out about
unique job
opportunities through
a friend

A corporation is able
to influence a
supplier’s decision
not to merge with
another supplier
The Virtuous Cycle of Social Capital
Like many other forms of capital, and perhaps to a greater degree, social capital
creates a self-reinforcing virtuous cycle
• Increased information
leads to increased
influence and control
• Increased influence and
control leads to
increased information
Influence and
Control
Social
Capital
• Increased trust and
solidarity leads to
increased influence and
control
• Increased influence and
control leads to
increased trust and
solidarity
Trust and
Solidarity
Information
• Increased information
leads to increased trust
and solidarity
• Increased trust and
solidarity leads to
increased information
Investing in social capital also entails risk.
Cost /
Inefficiencies
• As with all forms of capital, investment in social capital may not
always be cost efficient. An actor may secure higher returns by
investing in other forms of capital
Exclusivism /
Cliqueism
• The development of particularly tight social networks can often lead
to an “clique” effect, where actors outside of the network feel unfairly
excluded
Excessive
Claims
• An individual with strong social capital can receive too many
requests for assistance, information, and access to his or her capital
from others
Developing Social Capital
Principles for Building and Using Social Capital
Principle 1
Principle 2
Principle 3
Principle 4
Become aware of the structure and pattern of your network and identify opportunities
to broker valuable connections
• Identify unique groups and contacts that you have
• Develop plans to expand your network in key areas
Develop strong relationships with key members of your network but realize the
importance of weaker relationships
• It is often best to develop very strong relationships with only a core group of
individuals
• Develop “lighter” relationships with a very broad network--as broad ass possible
Treat your network with care
• Start networking early
• Develop a core group of contacts and develop deep friendships with them
• Keep your network’s best interest at heart
• Access your network frequently
• Provide network members with valuable information, service
Constantly expand your network--doing so will increase its value to you and to others
Developing Social Capital
Identify Your Need for Networking
Firms can also be evaluated against a social lifecycle where young, entrepreneurial firms
require more extensive external networks than do mature, established firms
Internal
Stage 2: Internal
and External
Networks Required

Type of
Networks
Required

Stage 1: Extensive External
Network Required




Still need to cement
external
relationships
However, internal
innovation and next
generation service
requires increased
internal networking
Investors
Customers
Suppliers
Strategic business
partners
Stage 3: Network Closure
Required, Look for Growth
Opportunities



Viable revenue
stream
Solid financing and
investor
relationships
Need to evaluate
opportunity for new
investment
External
Young
Firm Social Maturity
Mature
The cycle
begins again
as the firm
looks for new
growth
opportunities
PUCSOM: MBA Leadership
Leaders define reality
and provide hope.
Ken Chenault,
CEO American Express
Thank You

Any Questions or Comments