Building Conflict Resolution Skills with EI

Posted December 17, 2009 by eiinsider
Categories: Business Applications, Products & Services, Research Studies

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Conflict is neither inherently good nor inherently bad – it can be a force for positive change just as easily as a source of dissent and frustration. It is often the manner in which a conflict is handled that determines its character, and the nature of its impact.

Conflicts inevitably arise – that’s out of our hands. But by taking an informed approach to conflict resolution and management, we can learn to use conflict as a tool for shaping positive outcomes – and that’s under our control. Knowing how to work with conflict is the key to success, and such knowledge can be taught.

In Building Your Team’s Conflict-Resolution Skills with Emotional and Social Intelligence, a chapter from The Handbook for Developing Emotional and Social Intelligence, author Marcia Hughes seeks to help you and those you work with achieve winning results by assessing and increasing group and individual conflict resolution skills. With concepts reinforced by research and examples, this chapter will show you

  • How to use EI assessments to identify and improve group and individual conflict-resolution skills.
  • Which EI competencies are most closely related to the ability to resolve conflict successfully.
  • How emotional and social skills can be leveraged to counteract groupthink.
  • How to introduce and discuss the importance of emotional and social competencies to conflict resolution in a team setting.
  • How to harness positive and negative emotional states to guide the conflict resolution process.
  • How to overcome the common emotional obstacles that hinder the positive resolution of a conflict.

Learn how to make conflict work for you in this informative chapter – just one of 17 topics examined in The Handbook for Developing Emotional and Social Intelligence, an exceptional resource comprising contributions from some of the leading authors in the field.

To order The Handbook for Developing Emotional and Social Intelligence, visit MHS or contact customerservice@mhs.com.

Infusing EI into Higher Education: Three Curriculum Strategies

Posted November 20, 2009 by eiinsider
Categories: Post-Secondary & Youth

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Educators aiming to teach emotional intelligence in the classroom are faced with a broad spectrum of possibilities. Should curriculum present theoretical models and definitions, or focus on practical applications? Can EI skills and concepts be infused into other course topics, or does a truly research-based treatment require exclusive focus? What sort of course structure, style, and content will best facilitate the apprehension of EI as a business tool, psychological construct, or a catalyst for personal growth?

Korrel Kanoy, Heather Lee, and Dawn Dillon have first-hand experience instructing students in EI theory and principles at Peace College in North Carolina, and have developed three distinct strategies for doing so.

1. Survey Model
Courses based on the survey model aim to impart a broad understanding of emotional intelligence (and its implications and general applications) through an exclusive focus on EI. This structure is an excellent choice for an introductory-level course in the psychology or business faculties. A survey course’s primary priority is to introduce the concept of EI in the context of its developmental history; reviewing early psychological conceptions of human intelligence and the subsequent evolution of those conceptions provides a solid foundation for a discussion of the existing models EI. Further background and support for both historical and contemporary perspectives on emotional intelligence is supplied through an examination of the scientific literature that inspired its development. The secondary priority of a survey-modeled course often involves imparting direct comprehension of modern EI assessment through the administration of a scientific assessment. In the Emotional Intelligence survey course at Peace College, each student receives an individual administration of the EQ-i, and participates in an exploration of the assessment’s 5 scales and 15 subscales with an eye towards their results. Subsequently, students develop and initiate their own personalized EI self-development plan. Grading for a survey course takes into account content mastery (reading responses, classroom discussion), EI skill building (completion of exercises and self-development plan), and a group project (working with a team to develop four EI development exercises for first-year students).

2. Infusion Model
The infusion model offers a framework for incorporating EI concepts and skills into a pre-existing course. Its aim is to provide students with an understanding of how emotional intelligence connects to a core course topic. This approach is well-suited to a number of potential classes, for example in:

  • first-year experience courses: the focus may be on the link between EI and successful academic performance;
  • political science or business management courses: the focus may be on the link between EI and leadership, and the perception of a leader’s efficacy;
  • communications classes: the focus may be on the connection between EI skills and conflict resolution, or the management of difficult interpersonal relationships.

Although the term “emotional intelligence” may never be used in some infusion model courses, instructors at Peace College have found that comprehension improves when EI is defined and explored both as a scientific model and as a means for personal growth. During EI-infused classes at Peace College, a measure of EI is administered to each student along with a feedback report as a means of directly introducing and personalizing the concept of EI. The instructors also recommend that if any literature linking emotional intelligence with the course’s core topic exists, it should be distributed and assigned as required reading. If no such literature exists, the instructor should make sure to otherwise illuminate the connection between the two areas of study, and facilitate the exploration of the course’s core topics through the lens of emotional intelligence. Coursework/grading should include the composition of an original paper analyzing the impacts of EI strengths and weaknesses in a professional, academic, or personal field related to focus of the course. In Peace College’s political science class, students are asked to select an emotional skill (such as optimism or impulse control) and write about how it affected the career of a selected politician. They must also develop a self-improvement plan based on their own assessment results.

3. Application Model
The application model suggests a methodology for presenting emotional intelligence as a potential solution to a specific disciplinary or professional challenge. Before beginning to develop a course based on the application model, instructors should ensure that there is significant research that demonstrates the appropriacy, efficacy, and legality of employing EI solutions to a situation that falls within the purview of the course. For instance, a course in human resource management could address the use of emotional intelligence assessments as a component of employee selection and coaching processes. The first step in such a course is always to convey an understanding of the research that supports the use of EI assessments in the specified situation (likely focusing on the predictive validity of the EQ-i in such a setting). Once the efficacy of the chosen tool has been established, students should perform an analysis of the challenge or problem in order to determine the specific applicability of particular EI concepts. In the case of employee selection or promotion, this could be an attempt to determine which EI subscales are most closely associated with success or high performance in a particular professional field. Students should then be tasked with developing an EI-based solution to the problem or challenge. For instance, by creating behavioral interview questions that will elicit in employees or applicants responses indicative of their relative skill level in the EI subscales that are deemed to be relevant to success in the given position or profession. An application model course typically allows for discussion of the validity scales of an assessment (eg, Positive Impression, Negative Impression, Inconsistency Index), as they play an important role in determining the accuracy of individual results in a self-assessment.

Whether you are building an EI survey course, infusing EI concepts into a related topic, or applying an EI methodology to a specific challenge, we hope that you will share your experiences with us. Please email ceo@mhs.com to contribute your ideas to this ever-growing field of study.

For more information on this topic, and others relating emotional intelligence to higher education, please refer to the Higher Education Symposium on Emotional Intelligence proceedings.

The 2009 International Coach Federation Conference

Posted November 20, 2009 by eiinsider
Categories: Business Applications, Events

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The 2009 International Coach Federation Conference will be taking place from December 2nd through December 5th in Orlando, Florida. The International Coach Federation (ICF) is the leading global organization dedicated to advancing the coaching profession by setting high standards, providing independent certification and building a worldwide network of credentialed coaches. ICF conferences offer professional coaches a central meeting place to learn new techniques and concepts through incredible programming and numerous opportunities to network with exhibitors and other coaches. More than 1,200 professional coaches from around the world are expected to attend this year’s conference. If you plan on attending, please do visit the conference and join MHS at booth #807 for input on how to best implement emotional intelligence as a part of your coaching strategy. For more information, please refer to the International Coach Federation Conference website.

Teaching Emotional Skills to Kids

Posted November 20, 2009 by eiinsider
Categories: Post-Secondary & Youth, Products & Services

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Parents, teachers, and counselors of school-age children and teens will welcome this free set of emotional skill-building activities available from MHS. Five different workbooks provide age-appropriate games and exercises based on the Youth Version of the world’s most popular EI measure, the EQ-i.

Here you’ll find activities that can help build awareness of emotions and character-building concepts such as Self-Regard and Assertiveness. These activities have been used with young people ages 2–18 since 2002, and offer an excellent resource for anyone interested in building emotional awareness.

Download your free Emotional Intelligence Activities here:

  • Children ages 2–4 [PDF]
  • Children ages 5–7 [PDF]
  • Children ages 8–10 [PDF]
  • Children ages 11–12 [PDF]
  • Teens ages 13–18 [PDF]

For more information on the EQ-i:YV assessment, please visit our website.

Measuring how people feel about work

Posted November 20, 2009 by eiinsider
Categories: Assessment Certification, Products & Services

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Engaging people at work is not the result of any single initiative. It usually involves a comprehensive set of strategic and tactical activities that, when well co-ordinated, gets people caring and involved. Understanding how emotions permeate the workplace at both the individual and group level is the first step in employee engagement.

As part of a new book entitled The Handbook for Developing Emotional and Social Intelligence (Pfeiffer; May 2009), author Steven J. Stein explores the seven factors that great organizations have in common. These “emotionally intelligent organizations” are able to cope with change, and accomplish their goals while being responsible and sensitive to their people, customers, suppliers, networks, and society.

As you are guided through two contrasting case studies illustrating best practices in human capital strategy, you’ll discover a powerful way to measure how people feel about their work. Filled with ideas you can use at work, this chapter will help you

  • Identify how an organization’s underlying mood affects its culture and performance.
  • Understand the three foundations that underlie great workplaces.
  • Decide whether an assessment of organizational emotional intelligence can help your organization better understand its workers.
  • Master the three best practices in implementing an assessment of organizational emotional intelligence.

Uncover the winning strategies for organizational excellence in this frank and informative chapter. Editors Marcia Hughes, Henry L. Thompson, and James Bradford Terrell join two dozen additional co-authors from the Emotional Intelligence community in this rich collection of knowledge and solutions that will appeal to anyone involved in developing leaders and teams. We’ll be highlighting other chapters of this valuable resource in future EI Insider Reports.

To order The Handbook for Developing Emotional and Social Intelligence, visit MHS or contact customerservice@mhs.com.

Publication Announcement: Emotional Intelligence Skills Assessment (EISA)

Posted November 20, 2009 by eiinsider
Categories: Business Applications, Products & Services

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I am pleased to announce the recent release of a new Emotional Intelligence measure: The Emotional Intelligence Skills Assessment (EISA™).

MHS has partnered with corporate publisher Pfeiffer to develop this new tool, which is authored by Dr. Derek Mann, Dr. Peter Papadogiannis, Ms. Wendy Gordon, and me, Dr. Steven Stein. This first release of the EISA includes the workshop components and the self-report paper version of the instrument, which MHS will be distributing. An online version which will include a 360 component will be released next spring.

EISA serves as an excellent introduction to EI as it is short, easy to administer, and easy to interpret. Due to its brevity and straightforward output, it is ideal for large group training and for use in shorter workshop modules. EISA can provide an effective primer for companies that are unfamiliar with the construct of Emotional Intelligence, and it can be used for screening large groups to identify the individuals for whom a more robust instrument and a more thorough assessment of EI is warranted. EISA feedback reports offer a means of orienting an individual to the concept of EI and provide the opportunity for self-directed learning. To learn more about this assessment, please visit the EISA product page at MHS.com.

Emotionally Intelligent Leadership: Implementation and Success at American Express

Posted November 20, 2009 by eiinsider
Categories: Business Applications, Events, Products & Services

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Research shows that emotionally intelligent leaders are more effective at driving talent engagement and organizational performance. You’ve got a large global enterprise and want your leadership to develop and apply EI competencies – where do you begin? How do you check for success along the way? If you knew in advance lessons learned from leading organizations, how would you incorporate those into your implementation? If your C suite gives you 25 weeks to complete a pilot that improves leadership effectiveness what would you do? Join us online on December 2nd at the Human Capital Institute to hear the American Express success story of developing emotionally intelligent leaders and teams, told by Talent Development Manager Deanna Coffin, an early adopter who helped set a standard for this large global enterprise.

Don’t miss these webcast take-aways; leave with insights to:

  • Assessing your stakeholders
  • Building a case, drawing on research and track records where EI has become part of a performance culture
  • Designing an implementation to develop EI competencies in individual leaders and leadership teams
  • Measuring and evaluating results against objectives

Resiliency, Teaching, and Emotional Intelligence

Posted October 14, 2009 by eiinsider
Categories: Post-Secondary & Youth, Products & Services, Research Studies

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I’ve already reported on a number of studies linking emotional intelligence in educators and school principals to various performance criteria, but there always seems to be room for more validation studies. A recent dissertation by Aileen Thompson Bumphus looked at the relationship between resilience and emotional intelligence in educational leaders.

The study was designed to help in advancing the recruitment, identification, development, and retention of effective school leaders. Aileen looked at a group of 63 public school principals from five states – Florida, Georgia, Louisiana, Mississippi, and Texas. These leaders were administered the EQ-i, a measure of resilience, and a leadership questionnaire.

Aileen found a significant positive relationship between self-reported emotional intelligence and resilience among school principals. When she added school leadership into the model, the relationship became stronger, indicating that school leadership played a significantly positive role in the relationship between emotional intelligence and resilience among school principals.

In addition, a principal’s general mood, as measured by the Emotional Quotient Inventory (EQ-i) was a significant predictor of resilience. Aileen’s research supports previous studies, which showed a strong positive relationship between a school principal’s emotional intelligence and leadership. Specifically, the strong relationship was found to be between the principal’s self-perception of leadership and the Intrapersonal and Interpersonal Emotional Quotient (EQ) subscales on the EQ-i.

Reference: Bumphus, Aileen Thompson. The emotional intelligence and resilience of school leaders: An investigation into leadership behaviors. Abstract and full article available from the American Psychological Association (APA).

Emotional Intelligence as a Strategy for Scholarship Retention

Posted October 13, 2009 by eiinsider
Categories: Events, Post-Secondary & Youth

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The National Scholarship Providers Association (NSPA) will hold it’s Annual Conferenence, The Rhythm of Success: From Scholarships to Graduates, in New Orleans on October 27 – 30.

Jon Duffy, Senior Assessment Consultant at MHS, will be joining Kevin Byrne and Oscar Sweeten-Lopez of the Michael & Susan Dell Foundation for a presentation titled Emotional Intelligence as a Strategy for Scholarship Retention: More than a Check.

The mission of NSPA is to advance the collective impact of scholarship providers, and the scholarships they award, through exchanging best practices, offering professional development opportunities, and promoting student access and success in higher education. For more information on NSPA please visit: www.scholarshipproviders.org.

Working Emotional Intelligence into your Human Capital Strategy

Posted October 13, 2009 by eiinsider
Categories: Business Applications, Products & Services

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As top organizations replace less effective selection and development activities with ones based on Emotional Intelligence, they are beginning to document real bottom-line impact in the form of reduced turnover, increased customer satisfaction, higher productivity, better engagement, and improved leadership. Some of the most dramatic changes are happening in organizations that recognize that certain emotional and social skills are critical in specific roles, and embed these skills into their human capital strategy through selection, goal-setting, and development. These are the organizations that hone in on their star performers and figure out what makes them stand out. They then actively seek and train individuals to match these skill sets.

For some organizations, this process can seem daunting, but there are principles and best practices that apply—no matter the size, budget, sector, or culture—to help ensure that your organization determines the key aspects of emotional functioning to its best advantage.

As part of a new book entitled The Handbook for Developing Emotional and Social Intelligence (Pfeiffer; May 2009), co-authors Diana Durek and Wendy Gordon present the five-step process for building star performer programs used by leading organizations throughout the world. Packed with case study data and written in an actionable how-to approach, this chapter will help you

  • Identify the skills that are most predictive of success in a given role in your organizational culture.
  • Determine the EQ-i factors that are statistically different between high and low performance groups.
  • Decide whether to apply your star performer model in selection or development.
  • Create a business case for using emotional intelligence as the foundation of your learning and development strategy.
  • Align initiatives such as succession planning, hiring, coaching, and leadership development with business goals.
  • Understand the two major decisions organizations need to make to determine the scope of EQ-i integration.
  • Master the seven best practices in implementing an EI-based star performer system.

Discover the winning formula for hiring and developing top performers in this remarkable chapter. Editors Marcia Hughes, Henry L. Thompson, and James Bradford Terrell join two dozen additional co-authors from the Emotional Intelligence community in this rich collection of knowledge and solutions that will appeal to anyone involved in developing leaders and teams. We’ll be highlighting other chapters of this valuable resource in future EI Insider Reports.

To order The Handbook for Developing Emotional and Social Intelligence, visit MHS or contact customerservice@mhs.com.