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 (4^th, 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 (2^nded.). Belmont, CA: Wadsworth

Reeve, J. (2009). Understanding motivation and emotion (5^th Ed.). Hoboken, NJ: John Wiley & Sons, Inc.

Watson Wyatt Worldwide, (2006). Effective communication: a leading indicator of financial performance. Washington DC, USA: Watson Wyatt.