Invited Lecture IIT KGP-- Culture - Emotional Intelligence

8/7/2019 Invited Lecture IIT KGP-- Culture - Emotional Intelligence

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Culture and Emotional

Intelligence

Amarendra Kumar DashInvited lecture, IIT Kharagpur


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Emotional Intelligence

Seven core emotions show up chemically in the body:

1. Love

2. Joy

3. Hope

4. Sadness

5. Envy

6. Anger

7. Fear

Each emotion has triggers. For instance, you often feel hopewhen you begin working with a new coaching client.

What TRIGGERS you to feel each of the seven core

emotions?


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Symptoms of Emotions

Each emotion also has symptoms that show up in our thinkingand our bodies. When some people have to give a

presentation to a large group, its often a trigger to feel fear.The symptoms of fear may be:

foggythinking

sweatypalms

a shaky voice

red blotches all over ones face and chest.

Each persons emotional triggers and symptoms are unique. Inother words, we each have our own customized emotionalmap.


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Emotional Symptoms

Your emotions map is unique toyou. Can you map each ofthese to one of the seven core

emotions? Each of thesephysical symptoms links to anemotion or several emotions:

1. Tapping fingers on the desk as

someone speaks2. Speaking quickly

3. Heart beating faster

4. Giggling

5. Giggling uncontrollably at aninappropriate time

6. Voice becoming loud or highpitched

7. Crying

8. Laughing

9. Sweaty palms

10. Trembling

11. Stomachache

12. Headache

13. Rolling eyes

14. Smiling and singing a playfulsong

15. Walking with a skip in your

stepa little lighter thannormal


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Emotional States of Being

Each of the following states of being is distinctly tied to one of theseven core emotions. See if you can figure out which ones gotogether for you:

1. Freedom, 2. Passion, 3. Enthusiasm, 4. Positive expectations

5. Optimism, 6. Contentment, 7. Boredom, 8. Pessimism, 9.Frustration

10. A sense of being overwhelmed, 11. Disappointment, 12. Doubt

13. Worry, 14. Blame,15. Discouragement,16. Bitterness,17.Vengefulness

18. Hatred, 19. Jealousy, 20. Insecurity, 21. Guilt, 22. Unworthiness

23. Grief, 24. Depression, 25. Powerlessness, 26. Inability toconcentrate

Each of us has our own unique emotions map.


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CompetenciesThe BarOn Emotional Quotient Inventory (EQ-i) has five composite

scales subdivided into fifteen content scales

Intrapersonal: this scale assesses the inner self.

Emotional Self-Awareness: the ability to recognize one'sfeelings.

Assertiveness: the ability to express feelings, beliefs, andthoughts and defend one's rights in a nondestructive manner.

Self-Regard: the ability to respect and accept oneself as

good. Self-Actualization: the ability to realize one's potential

capacities.

Independence: the ability to be self-directed and self-controlled in one's thinking and actions and to be free of

emotional dependency.


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Competencies

Interpersonal: this scale assesses interpersonal skills andfunctioning.

Empathy: the ability to be aware of, to understand, andto appreciate the feelings of others.

Interpersonal Relationships: the ability to establish andmaintain mutually satisfying relationships that are

characterized by intimacy and by giving and receivingaffection.

Social Responsibility: the ability to demonstrate oneselfas a cooperative, contributing, and constructive memberof one's social group.


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Competencies

Adaptability: this scale assesses how successfully aperson copes with environmental demands by sizing up

and dealing with problematic situations. Problem Solving: the ability to identify and define

problems as well as to generate and implementpotentially effective solutions.

Reality Testing: the ability to assess the

correspondence between what is experienced andwhat objectively exists.

Flexibility: the ability to adjust one's emotions,thoughts, and behavior to changing situations andconditions.


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Competencies

Stress Management: This scale assesses the extent to which peopleare able to withstand stress without falling apart or losing control.

Stress Tolerance: the ability to withstand adverse events andstressful situations without "falling apart" by actively andpositively coping with stress.

Impulse Control: the ability to resist or delay an impulse, drive,or temptation to act.

General Mood: This scale assesses the ability to enjoy life, to feelcontent, and to be positive about the future.

Happiness: the ability to feel satisfied with one's life, to enjoyoneself and others, and to have fun.

Optimism: the ability to look at the brighter side of life and tomaintain a positive attitude, even in the face of adversity.


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Emotionally Intelligent Leadership

and Communication

Having the emotional intelligence to deal with our own emotionsfirst gives us the confidence and ability to navigate through thechanges that are inevitable in our careers.

We can experience an emotional hijack as a result of a change,or we can self-regulate and catch ourselves before we head intoan emotional uproar.

We can be aware of how other peoples emotions are impactingtheir ability to have a meaningful conversation.

When we know how to process ourselves and others through ouremotions, we will be able to create more meaningfulconversations.

We will be able to create conversations for change.


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The Emotional Ladder

In the sequence of an experience emotions come first.

Emotions are faster than thoughts.

That means emotion trumps competencies, behavior, andcharacter unless we learn to be self-aware and channelour emotions consciously.


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Shifting from a Problem Focus to a

Solution FocusWhen people fight about something, the subject of the argument

is rarely the real issue. The real issue is about vulnerability,connectedness, safety, trust, or lovewhich are all emotional

states.We connect with others authentically, with deep rapport and

emotional safety, when we listen to ourselves well enough totap into our own thoughts and feelings and share them in themoment.

Then when we listen to others, we create the space for them tobe here now, emotionally engaged. Thats being emotionallyintelligent.


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Problem Focus to a Solution Focus:

Can you out-smart Diya?

Diya complained bitterly about her bosss behavior (alwayscriticizing him and his decision making) instead asking for

what she wanted from him. She stopped focusing on his blind spots and began to see his

strengths. Instead of complaining, she started describingsolutions and what the situation would look like if things weregoing well. She involved him where his strengths would play

out best and told him how she was involving others where sheneeded different abilities.

This shift in Diya transformed her relationship with her bossand rippled into creating more meaningful conversations inevery area of her life.


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EI: Questionnaire

A simple, enjoyable Questionnaire to measure your EI

competencies

Tips for getting started: There is always some scope

Disconnect from past issues

Negotiate for a fresh relationship

Ice-breaking


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Emotions and Culture

Theories that view emotions as culturally based tend toemphasize aspects related to the social environment:antecedent situations, overt behavior, and culturally

specific ways of thinking and talking about emotions.

Theories that regard emotions as universal, on the otherhand, tend to focus on individual emotion elements suchas facial expression


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Continued...

Culture direct the attention to different sources ofinformation for making the life satisfaction judgments,thus affecting subjective well being appraisal.

Individualistic cultures direct attention to inner statesand feelings (such as positive or negative affects).

Collectivistic cultures the attention is directed to outersources (i.e. adhering to social norms or fulfilling onesduties).


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Work context: Shame across Cultures

Bagozzi et al. (2003) study the effects of shame on salespersons inHolland (an individualistic culture) and the Philippines (acollectivistic culture).

Findings: bad experiences with clients led to similar shame emotionsin both cultures.

Responses to this shame:

Dutch salespersons to withdraw and to perform poorer on their job,apparently because they directed most of their mental resourcesinwards, to defend the self.

Filipino salespersons felt shame all the same; however, the shamecaused them to put more efforts in building relationship and thus toperform better on the job. Moreover, Filipino salespersonsdemonstrated more Organizational Citizenship Behaviors (OCB).

Reasons: collectivistic cultures shame signals that social harmonyhas been hampered and that the individual should act to rebuild it.


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Eastern Independence, Western

Conformity? Case

Scientists arranged a series of studies designed to at least argueagainst the widely accepted stereotype that Americansprefer qualities of uniqueness while the Japanese intuitively

value conformity.American and Japanese participants were presented with

various scenarios that asked them to select, actually andhypothetically, a pen from a cup filled with four pens of onecolor and one pen of another, alternating between green and

orange.The results show that both American and Japanese participants

were more likely to select a majority pen over the uniquely-colored pen if they had been previously monitored by otherparticipants or asked to choose with an experimenterpresent.


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Cultural intelligence can be defined as a persons capacity toadapt effectively to new cultural settings or contexts basedon multiple facets including cognitive, motivational, and

behavioral features (Molinsky, 2007).People with high cultural intelligence are able to depict the

universal, group- or person-specific and culture-specificelements when observing a persons or groups behavior(Earley and Mosakowski, 2004).

A person, who is able to tease out the culture-specific elementsof behavior, is able to advance to the more important stepof adapting him- or herself to this behavior.

Cultural Intelligence


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Cultural Intelligence (Earley and Ang,

2003)


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Fostering Emotional and Social

Intelligence in Organizations


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Cultural Intelligence Self

Appraisal Questionnaire

The journeymaybe lengthy...

...But selfhelp is best...


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Updated Emotional Social

Intelligence (ESI) Model


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Updated Emotional Social

Intelligence (ESI) Model

Source: CRAIG R. SEAL Seal, C.R., Boyatzis,R.E., Bailey,

J.R.(2006).

Building upon and integrating the competency research,Goleman, Boyatzis, and McKee (2002) presented a modelof ESI with 18 competencies arrayed in four clusters and

two aspects (Boyatzis, 1982; Spencer & Spencer, 1993;Rosier, 1994-1997; Goleman, 1998).


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Behavioral Change Model: Intentional

Change Theory

Intentional Change Theory (ICT) describes the essentialcomponents and process of desirable, sustainable change inones behavior, thoughts, feelings, and perceptions.

ICT is the modern equivalent of Self-Directed Learning (Boyatzis,1999; Goleman, Boyatzis, & McKee, 2002; Boyatzis, 2006).The change may be in a persons behaviors or intentions(i.e. competencies). It is desired in that the person wishes

it so or would like it to occur. It is sustainable in that itendureslasts a relatively long time.

A desirable, sustainable change may also include the desire tomaintain a current desirable state, relationship, or habit.


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Behavioral Change Model


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Framework of firm-level cultural

intelligence


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Global Cultural Capital and Cosmopolitan

Human Capital: Firm Level AnalysisSource: Ng, K-Y; Tan, M. L. & Ang, S.(2009)


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Please Visit

http://culturalq.com/addresources.html

CRAIG R. SEAL Seal, C.R., Boyatzis,R.E., Bailey, J.R.(2006).Fostering Emotional and Social Intelligence in Organizations.Organization Management Journal, Linking Theory &Practice: EAM White Papers Series, Vol. 3, No. 3, 190-209.


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Thank You

Invited Lecture IIT KGP-- Culture - Emotional Intelligence

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