Emotional Intelligence
According to Reeve (2009), emotions are short-lived,
subjective, and physiological phenomena that orchestrate how one reacts to both
personal and professional life events. Because business success relies on
effective interpersonal interactions, the method in which one understands,
adapts, and tolerates emotions directly influences outcomes. Individuals
require personal and practical needs to be met in each
interpersonal encounter, and often respond negatively when one or both of these
types of needs are not met; unfortunately, many have a limited understanding of
how to resolve successfully this kind of conflict.
The information and recommendations detailed in this report
identify the importance of incorporating an emotional intelligence curriculum
into an organization’s existing training and development program to enhance
understanding, tolerance, and communicative effectiveness throughout the
organization. While many believe emotions do not belong in a professional
setting, emotional intelligence is a critical element in human relations
because it improves team acumen, enhances the conflict resolution process, and
promotes cross-cultural and multi-generational understanding.
Scope of the Report
The research of this report examines a) the definition of
emotional intelligence (EI), b) the effect of human emotion in the workplace,
c) the risks associated with ignoring EI, and d) the benefits of developing
both EI understanding and skill. This report provides general data and
information obtained from human resource professionals as to the amount of time
spent in dealing with emotionally charged situations and how improved EI can
enhance employee engagement and customer satisfaction. However, this research
does not supply a universal solution to interpersonal or behavioral issues, but
provides an alternative approach and additional tools meant to promote positive
conflict resolution.
Sources and Methods
of Data Collection
The information included in this report was derived from
both primary and secondary sources. Behavioral, psychological, and business
statistical data was gathered to establish the risks and benefits associated
with EI. In addition to reviewing academic and professional publications, seven
Insperity human resource specialists (serving more than 500 worksite employees
each) were surveyed to identify current trends and customer service practices
in dealing with clients and their staff.
Human Resource
Specialist Survey
Corporate executives strive to increase profitability, and
rely on employees to perform specific tasks in unison to achieve strategic
goals effectively and efficiently. To increase productivity, the company
organizes individuals into groups designed to maximize proficiency. The highest
performing workgroups are teams that function cohesively through cross-function
and multi-directional communication. This enhanced level of interaction allows
the team to identify obstacles, find solutions, and share best practices.
According to Harris and Sherblom, it is the team itself and not its leadership
that controls the group process (2008). Human resource (HR) departments assist
these groups in maintaining multi-directional communication, productivity, and
a work environment free from harassment.
However, this level of interconnectivity is not without its
challenges. In any interpersonal exchange, there are certain human needs that
must be met such as respect, empathy, and so on. When these
expectations are not met, negative
emotions are often triggered (Reeve, 2009). According to a recent survey of
human resource professionals, as much as 75% of their time is spent defusing
situations that have been complicated by emotions resulting in fight (e.g. dictating or venting) and flight (e.g. accommodating or avoiding)
stress behaviors. Without the knowledge necessary to develop skills to deal
with fear, disappointment, frustration, and anger, these confrontations can
escalate causing damaged relationships, diminished morale, and poor
performance.
The HR specialists surveyed average more than 10 years’
experience in dealing with workplace disagreements and hostility, and support
more than 100 employers in Northern California. These professionals estimate
that less than 2% of their client base has had any training related to EI. The
current lack of EI skills limits the effectiveness of human resource’s conflict
resolution efforts, requiring the expenditure of more than 30 hours per day
with marginal outcomes (e.g. issues that frequently resurface). Unsatisfactory
resolution often affects human resource professionals, individual performers,
customers, and team viability.
Business Risks of
Ignoring Emotional Intelligence
Annoyance, intolerance, confusion, anxiety, and
disappointment are emotions that are expressed both verbally and through
behavior. Just as a positive, proactive attitude can enhance a work
environment, negativity and passive-aggressive behavior can be
counterproductive. Unfortunately, this is not an area organizations tend to
invest development resources, which frequently results in low job satisfaction,
hostile work environments, and employee altercations.
Reeve points out that expression
is how one communicates emotional experiences publicly to others (2009). When
employee frustrations are allowed to escalate (or intensify over time) the
communication process, relationship, team, and organization may be adversely
affected through reduced job satisfaction and employee turnover. Watson &
Wyatt estimate that organizations that experience excessive employee turnover
lose 10-15% productivity and spend more than three times the former employee’s
annual salary to replace a high performer in a complex role (2006). Therefore,
it is in the interest of key decision makers to invest in developing skills to
manage better emotions in the workplace.
Defining Emotional
Intelligence
“Emotions are internal events that coordinate many
psychological subsystems including physiological responses, cognitions, and
conscious awareness” (Mayer, Caruso,& Salovey, 2000, p. 1). The ability to
manage individual emotions is a skill that comes naturally to some, while
others seem to be ruled by feelings. Traditional management and professional
behavior dictates that emotions have no place in the work setting; yet the
ability to feel compassion, joy, and disappointment are human responses that
drive performance. 
The question must then be asked whether emotion is
intelligence or an instinct. To be
considered a legitimate intelligence requires a) the ability to be
operationalized, b) a unique variance, and c) the ability should develop over
time. Human emotions meet these criteria as they can be employed in useful
purpose, vary significantly (both by event and individual), and are learned
through experience. For example, Jandt observes the more experiences one has
increases his or her social skills (2010). Therefore, the term “emotional intelligence” (EI) refers to
one’s ability to recognize proactively and understand emotions in self and
others, and to leverage this ability to apply reason to motivate, resolve
conflicts, or problem-solve. Armstrong points out that one’s emotional
awareness can be enhanced just as any other form of intelligence such as word, kinesthetic, spatial, or math and logic(2009).
Learning Emotional
Intelligence
Emotional intelligence development programs typically run
from a few hours to an entire day and cost relatively little in materials,
especially when compared with the long-term return on this investment. Mayer et
al. (2000), identify four basic skills that require development for emotional
intelligence a) reflectively regulating emotions, b) understanding emotions, c)
assimilating emotion in thought, and d) perceiving and expressing emotion.
Adult learning organizations, such as SkillSoft, the American Managers
Association, and Developmental Dimensions International (DDI), use similar formats
for their individual EI programs.
EI courses are typically broken into segments following a
brief self-assessment that can be applied online or in person. The intent of
the assessment is to help the participant inventory his or her current skill
set and behavioral tendencies before introducing tools. The core content of EI
classes explores body language and tone as potential emotional triggers.
Because the non-verbal portion of communication makes up more than 90% of
face-to-face conversations, it is important to understand and interpret
expressions and voice inflection (Mehrabian, 1984). Another common element of
the program identifies the methods in which one interprets and manages internal
assumptions (or stories), in an effort to keep those judgments or prejudices
from influencing individual responses.
The course is not an indication of one’s job performance,
abilities, or personal aptitude for success. The skills discussed throughout
the course are often common practices individuals ignore or forget to employ
before allowing themselves to become emotionally compromised. The intended
outcome of an EI program is to increase one’s capability to listen actively,
assign meaning, and provide feedback upon which others can both hear and act.
Such skills would enable frontline staff to resolve conflicts without escalating
an issue to management, employee relations, or the human resources department.
Surveyed human resource specialists unanimously agree that such a program would
improve employee retention, communication effectiveness, employee behavior, and team morale, while allowing them more
time to serve other client needs.
Business Case
When one considers the amount of hours to be saved in the
human resource department alone makes a compelling case for EI training.
However, the benefits extend from increased customer satisfaction scores, to
improved team performance, higher staff retention, and increased employee
engagement. According to Watson Wyatt Worldwide, companies with high employee
engagement enjoy 19% higher market share, 57% greater shareholder returns, and
higher productivity. Beyond corporate mission, vision, and values statements,
individuals looking to invest in a company are encouraged to consider the
business’ ability to retain key staff, use creative problem solving skills, and
establish a reputation as a good place to work.
Conclusions and
Recommendations
In addition to developing a client team’s ability to sell,
think strategically, lead, and communicate, there is a financial and
environmental benefit to increasing a workforce’s capacity to deal with
emotions effectively. Employees who manage emotion well tend to communicate
more efficiently and readily resolve conflicts with internal or external
customers. Organizations that communicate proficiently enjoy greater market
share, lower employee turnover, and higher productivity than competitors do,
while others may spend as much as 3.5 times an employee’s annual salary to
replace him or her (Watson Wyatt, 2006). Because EI may not provide immediate,
tangible benefits, many believe emotions should not be addressed in a
professional setting; however, a team’s emotional intelligence improves
communication, promotes collaboration, and is critical to organizational
success.
Reference
Harris, T. E.,& Sherblom, J. C. (2008). Small group and team communication (4th,
Ed.). New York; Pearson Education, Inc.
Jandt, F. E. (2010). An introduction to intercultural
communication: Identities in a global
community (6th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Mayer, J. D., Caruso, D. R., & Salovey, P. (2000). Emotional intelligence meets traditional
standards for an intelligence. Retrived on August 26, 2012, from:
http://www. unh.edu/emotional
intelligence/EI%20Assets/Reprints...EI%20Proper/EI1999Mayer
CarusoSaloveyIntelligence.pdf
Mehrabian, A., (1981). Silent
Messages: Implicit communication of emotions and attitudes (2nded.).
Belmont, CA: Wadsworth
Reeve, J. (2009). Understanding
motivation and emotion (5th Ed.). Hoboken, NJ: John Wiley &
Sons, Inc.
Watson Wyatt Worldwide, (2006). Effective communication: a leading
indicator of financial performance. Washington DC, USA: Watson Wyatt.
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