Vanessa Druskat, Vanessa Druskat, Ph.D.Ph.D.Whittemore School of Business & EconomicsWhittemore School of Business & Economics
UNHUNH
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Wild for Innovation DayWild for Innovation Day
March 5, 2010March 5, 2010
Developing an Effective Developing an Effective andand Innovative Team Innovative Team
Effective Team
Climate & Norms
Team Facilitation
Skills
Team LeaderEmotional Intelligence
TeamTask
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“I no longer think that learning how to manage other people, especially subordinates, is the most important thing for executives to learn. I am teaching, above all, how to manage oneself.”
-- -- Peter DruckerPeter Drucker
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The Human BrainThe Human Brainand Emotional Intelligenceand Emotional Intelligence
prefrontal cortex
thalamus
amygdala
brain stem
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““A personal and social intelligence that A personal and social intelligence that
enables us to monitor our own emotions enables us to monitor our own emotions
and the emotions of others, to and the emotions of others, to
discriminate among emotions, and to use discriminate among emotions, and to use
that information to guide our thinking, that information to guide our thinking,
decision-making, and actions.” decision-making, and actions.”
What Is Emotional What Is Emotional Intelligence?Intelligence?
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SocialAwareness
Ability to attune to how others feel,
and to “read” situations
Self-Awareness
Reading one’s own emotions and recognizing their impact
RelationshipManagement
Ability to guide the emotional
tone of the group
Self-Management
Keeping disruptive emotions & impulses under control
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DOES EI MAKEDOES EI MAKE A DIFFERENCE?A DIFFERENCE?
The Business Case
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EI & Leadership at J&J: A EI & Leadership at J&J: A Global StudyGlobal Study
Actual participants (1415) N=358 Management Participants
Participants were from the following locations:
Asia Pacific Europe/Middle East Latin America North America Australia China Hong Kong India Indonesia Japan Korea Malaysia Singapore Philippines Taiwan Thailand
Egypt Germany Greece Ireland Italy Poland Portugal Spain Switzerland United Arab Emirates
Argentina Brazil Central America Columbia Ecuador Mexico Panama Paraguay Peru Uruguay
Canada United States
CPC CPWW ACP Ortho Derm Neutrogena PPC PPWW SLC Vistakon
Experienced Partners (at least 10 years as Experienced Partners (at least 10 years as partners) showing partners) showing 9 or more9 or more EI competencies at EI competencies at
or above the median delivered or above the median delivered $1,118,000$1,118,000 more profitmore profit
A Study of the Financial Impact A Study of the Financial Impact of EI Competencies of EI Competencies
Demonstrated By Experienced Demonstrated By Experienced Partners of a Multi-National Partners of a Multi-National
Consulting FirmConsulting Firm(Boyatzis,1999)(Boyatzis,1999)
“In the Eyes” - Image 12
A. Indifferent B. Embarrassed
C. Skeptical D. Dispirited
•Adapted from “Reading the Mind in the Eyes Test” in The Essential Difference by Simon Baron-Cohen (2003).
Team Facilitation Team Facilitation SkillsSkills
Most people have good Most people have good intentions. So why don’t all intentions. So why don’t all
meetings work well?meetings work well?
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Distribution of Distribution of Participation as a Function Participation as a Function of Group Sizeof Group Size
Source: Shaw, M. E. (1981). Group dynamics: The psychology of small group behavior, 3rd Edition. New York: McGraw-Hill: 170. Reprinted with permission.
• 4 person group – 2 people do over 70% of talking• 6 person group – 3 people do over 86% of talking• 8 person group – 3 people do 77% of talking
Those doing the talking may not be the most informed about the problem
Other Other very very common common problems…problems… Common Knowledge Problem Too much cohesion problem Not enough conflict problem
A Note on Conflict
“In manufacturing we try to stamp out variance. With people variance is everything.”
Jack Welch
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ConflictConflict
Relationship Relationship conflictconflict
Task or Process Task or Process conflictconflict
ConformitConformityy
Adjusting opinions and behavior to align with the group despite true feelings.
ASCH STUDYASCH STUDY
Improving Meetings: Team Leader Actions that
Don’t Work Increasing the amount of discussion Increasing information Increasing member or team accountability Increasing team size
Team Leader as Information Manager Behave as the “information manager” Minimize status differences Consider and records ideas one at a time Heighten team members’ awareness of
types of information likely to be possessed by different individuals
Build trust and familiarity
Team Emotional Intelligence
A culture created by a set of team norms (rules for behavior) that facilitate a productive social and emotional environment (i.e., trust) that leads to team effectiveness.
How Team EI Affects Team Success
Team Emotional Intelligence
Trust, Group Identity, Group Efficacy, NetworksTrust, Group Identity, Group Efficacy, Networks
Engagement, CooperationEngagement, Cooperation
Team Successful Performance
Team EI NormsTeam EI Norms
3 Levels Behavioral Norms
Member •Interpersonal Understanding•Constructive Confrontation•Caring Behavior
Group •Team Self-Evaluation•Creating Resources for Working with Emotion•Creating an Optimistic Environment•Proactive Problem Solving
External Groups
•Organizational Awareness•Building External Relationships
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Dispelling the MythDispelling the Myth
Perception: The “real work” is the task – focusing on teamwork adds little value to team results
Reality: Teamwork is part of the “real work” --doing it well improves team results
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ConclusionConclusion
IQ &IQ &Technical Technical SkillsSkills
EIEI
… … more EI than anyone thought!more EI than anyone thought!
Searching for the right balance …Searching for the right balance …
Consortium for Research on Emotional Consortium for Research on Emotional Intelligence in OrganizationsIntelligence in Organizations
www.eiconsortium.org
To Learn More…..My contact information:My contact information:
Vanessa Druskat The University of New Hampshire [email protected]