The MBA guide to Emotional Intelligence and Social Networking Edited by Bud Labitan, MD, MBA and Tim...
-
Upload
miguel-frazier -
Category
Documents
-
view
217 -
download
0
Transcript of The MBA guide to Emotional Intelligence and Social Networking Edited by Bud Labitan, MD, MBA and Tim...
The MBA guideto
Emotional Intelligenceand
Social Networking
Edited by
Bud Labitan, MD, MBA and Tim Milan, MBA
Our Goal
Provide a summary of Emotional Intelligenceand Social Networking ideas that promote an increased level of win-win networking interaction among Purdue University Calumet School of Management MBA and MBAE Faculty, Students and Alumni.
E I ?...WHAT IS IT?
EI is a different way of measuring intelligence. EI is knowing your feelings and recognizing their
influence in the decision making process. EI is being able to identify and manage your
moods to control your impulses. EI is staying motivated, hopeful and optimistic
when you experience setbacks. EI is recognizing what people around you are
feeling and reacting to it positively.(empathy)
The 6 Key Skills of Emotional Intelligence
Self Awareness Empathy Managing Emotions Communication Cooperation Conflict Resolution
Social Skills refer to getting along with people, managing emotions and relationships, effective communication, persuasion, and leadership.
MANAGING EMOTIONS
Understand how hope can be an asset. Understand what happens when emotions get the
upper hand. Know how to pause and judge a moment for
appropriateness. Find ways to deal with anger, fear, anxiety and
sadness. Learn how to channel emotions to a positive end.
COMMUNICATION:
Good communication skills foster quality relationships.
Being able to authentically express personal concerns without anger or passivity is a key asset.
Enthusiasm, optimism, pessimism and negativity are all contagious.
What feelings are being communicated to others? How? ( body language, tone of voice, inflection )
COOPERATION: Know how and when to take the lead and when
to follow. Learn how to value others’ contributions and
encourage participation. Recognize the consequences of decisions and
actions. Follow through on commitments. Take responsibility for your own actions. REMEMBER: Effective leadership is the art of
helping people work toward common goals- NOT DOMINATION
RESOLVING CONFLICT:
Understand the mechanisms at work. People in conflict are usually locked into a
self perpetuating emotional spiral. Usually the declared subject of conflict is
NOT the key issue. Need to learn how to use the skills
previously discussed to resolve conflict.
Your E.I. “value-enhanced skills” may help in future Bargaining or Negotiations
S X B $
Seller’s RP Buyer’s RP
Final Contract Price
Zone of Agreement
Seller’s Surplus Buyer’s Surplus
Shaping Attitudes
Beliefs, feelings and judgments about situations, ideas and objects are formed over time.
Based on direct experience, therefore learned.
Genetic physiological makeup may create a predisposition to acquire certain attitudes. These are more resistant to change.
The Self Talk Cycle
SELF-TALK SELF-TALK - Positive
- Negative
ANTICIPATION ANTICIPATION OF THE FUTUREOF THE FUTURE - Optimistic - Pessimistic
SELF-REGARDSELF-REGARDBEHAVIOURBEHAVIOUR
Influences on Attitudes
Shared Perceptions Social comparison leads to reevaluation of our
beliefs, and it increases media influence.
Consistent Information Inconsistent information makes us uncomfortable. Must be consistent across different modalities and
time. Tend to be much influenced by first impressions
Social Cognition Persuasive Communication
Central Route: We focus on the message. Reasoned, rational arguments are more effective.
Peripheral Route: We are distracted by noise, other thoughts, etc. Personality and credibility of messenger, appeal to
emotions are more effective.
Cognitive Dissonance
State of tension when two or more cognitions are psychologically inconsistent.
Competing cognitions. Internal conflict between values, attitudes and beliefs (Festinger,
1957). Subjective and it makes us uncomfortable.
Can lead to attitude or behavior change. Act to relieve the discomfort of the dissonant cognitions.
Social Interaction
Affiliation Reading Nonverbal Behaviour. Self Presentation (Impression Management)
Influence of Others Helping or Hurting Others Liking and Loving Others
One-To-One Interactions
Influence/Compliance Principles (Cialdini, 1975):
Foot-in-the-door techniques—once they agree to a small request . . .
Door-in-the-face technique—start big and back off (reciprocity principle).
Four walls technique—once they say “yes” a couple of times . . . (telemarketing).
Low ball techniques—once they’re committed . . . (car sales, bait and switch).
Cialdini’s 6 Principles of Influence
1. Reciprocation
2. Consistency
3. Social Proof
4. Liking
5. Authority
6. Scarcity
One-To-One InteractionsCompliance Principles
Comparison of FID and DIF techniques (Harrari et al., 1980)—all significantly different: FID—33.3% compliance DIF—78.0% compliance Control—56.8% compliance.
Among college faculty, starting larger and reducing request (DIF) works best.
Faculty respond least well to the moderate request when it’s preceded by a smaller one. Better to just ask for the larger.
One-To-One InteractionsObedience and Conformity
Social conformity Milgram’s famous experiments (early 1960s)
“Just following orders.”Ethical issues.Applications to real world situations
Hofling, et al. (1966) Rank & Jacobson (1977)
Many-To-One InteractionsExisting within Social Forces
We act differently with others than we would alone.
Kurt Lewin (1st social psychologist) Behaviour is the function of the person interacting
with the environment. Developed Social Field Theory based on physics.
We exist in a field of active forces. Internal forces—desires, goals, abilities. External forces—pressure from others, responsibility,
obligations.
Many-To-One InteractionsExisting within Social Forces
Bibb Latane Social Impact Theory—We can measure the effect
of forces that act on an individual (pulse, blushing, beliefs, values, attitudes, cognitions).
The impact is multiplicative and depends on: Strength of the force—importance to individual. Immediacy of the force—how close, either physically or
psychologically. Number of forces, including those at a distance.
Many to OneSocial Impact Theory
• More forces, more total impact but each individual force has less influence.
• Distance diminishes influence of source.
Social Impact Theory
Blah, blah, blah.
More targets, less influence on each one: diffusion of social impact.
Many-To-OneEffect on Performance
Effect of an audience Social facilitation—improved performance of simple
tasks or when highly skilled. Social inhibition—impaired performance of complex
tasks or when unskilled.
Presence of others is arousing Yerkes-Dodson: optimal level of arousal for each
individual. Performance peaks at optimum level of arousal.
Many-To-OneEffect on Behaviour
Social LoafingMay work less hard in a group (Latane’s
shouting study).Tend not to pull our weight in a group if
individual performance cannot be identified.
Many-To-OneEffect on Behaviour
Bystander ApathyBystander Effect: Reluctance to come to the
aid of someone in trouble when there are others around. Like social loafing.
Affected by Diffusion of responsibility Social inhibition Ambiguity Pluralistic ignorance
Many-To-ManyHow We Behave in Crowds
People in crowds do things they would not do when alone.
Social restraint--conforming to social norms. Deindividuation
Lose self-awareness, individuality Zimbardo’s prison study Mob mentality
Social PsychologyOne-To-Many: Leadership
Social psychology tries to study leadership objectively:Studies of the personal characteristics of
people perceived as strong leaders.Some commonalities. Good leaders are
perceived as: More intelligent. More outgoing. More dominant.
Today’s Environment
Pressure to grow Downsizing corporate cultures have gone from vertical
to horizontal Internal and external competition Increased work hours Increase in technological complexity Collaborative partnerships are replacing the old
command-and-control hierarchy Higher level of stress Lack of balance in life
Why Leaders Fail
Rigidity: They are unable to adapt to change.They are unable to take in or respond to feedback about the traits they need to change.
Poor Relationships: They alienate those they work with by being too harshly critical, manipulative, insensitive, overly demanding or untrustworthy
Study by Centre for Creative Leadership
What isEmotional Intelligence?
Factors that are related to success in life Helps us understand why some people do well in life while others failDistinct from IQ (Cognitive Intelligence)
What Emotional Intelligence Is Not
Cognitive Intelligence (IQ)AptitudeAchievementVocational InterestPersonalityStatic - Results can change over time
EQ and Age
90
92
94
96
98
100
102
104
Problem Solving
Defining problemConfident & motivated to tackle itMultiple solutionsDecision to implementConscientious, disciplined, methodical,
systematic & persistent in solving problems
Ability to identify & define problems, and to generate & implement solutions:
Social Responsibility
Acting responsibly, having a social conscience & concern for others
Co-operative, contributing & constructive member of one’s social or work group
Ability to do things for others
Social Networking Summary Historically, academics have explained individual success based
primarily on human capital (e.g., education, knowledge and skills, etc.)—”what you know” While this remains important, people also realize the importance of “who you know”
People and companies that think carefully about networking can realize key benefits
Access to new information, knowledge and opportunities Access to other forms of capital, most notably financial capital
There are several principles that help people and organizations build “social capital”
Creating a plan to build one’s network, or “pattern of connections” Avoiding unethical or improper use of networking
Networking is not always beneficial, as there are some liabilities with establishing social relationships
Cliques
Generally speaking, networking builds social capital. Social capital is the value of a social network of contacts. The value of a network depends primarily on
its structure the quality of relationships between its members the resources to which its members have access the resources which flow through the network (information,etc.)
Actors, including individuals and groups / organizations, can increase the value of their social networks by being careful about the content, pattern, and quality of their networks.
Generally speaking, networking builds social capital. Social capital is the value of a social network of contacts. The value of a network depends primarily on
its structure the quality of relationships between its members the resources to which its members have access the resources which flow through the network (information,etc.)
Actors, including individuals and groups / organizations, can increase the value of their social networks by being careful about the content, pattern, and quality of their networks.
There are many types of social networks at both the organization and personal level, ranging from family relationships to hobby groups
Work-RelatedWork-Related Geography-Related
Geography-Related
Mentors / protégésBosses / subordinates Clients, suppliers,
other business contacts
Relationships with other workers
NeighborsTown membersE.g., local govmnt,
community involvement relationships
Per
son
al L
evel
Per
son
al L
evel
Relationships between firms / organizations
Customers Suppliers Alliance partners Financiers Alumni Auditors Industry groups
Relationships between neighborhoods, towns, cities, etc.
Gro
up
Lev
elG
rou
p L
evel
Filial, Social, Religious
Filial, Social, Religious
Personal / family contacts
Church contactsOther social
contacts (e.g., friends)
Relationships between families, social groups, churches
PoliticalPolitical
Political party / support group contacts
E.g., Lexington town council members
Relationships between political bodies
Interest RelatedInterest Related
Personal relationships with people who share your interests
E.g., golf club buddies
Relationships between interest groups
EducationEducation
ClassmatesTeachers /
professors
Relationships between schools, universities, research groups
However, the 4 main theories of social capital generally agree on 3 categories of benefits of developing and using social capital
Influence and Control
Influence and Control
Ability to influence the actions of other people or organizations
In some instances, ability to control the actions of other people or organizations
Allows the holder of capital to get other people or organization to do what he or she wants them to do
InformationInformation
Can provide holder of social capital with information that is difficult or impossible to find elsewhere (assymetric information)
Often this kind of information can improve decision making, or provide unique opportunities
Trust and SolidarityTrust and Solidarity
Trust is beneficial to enhancing increased group interaction and can facilitate certain types of information and knowledge flow within an organization
Benefits Example
A corporation is able to influence a supplier’s decision not to merge with another supplier
An individual is able to find out about unique job opportunities through a friend
A corporation is able to influence a supplier’s decision not to merge with another supplier
The Virtuous Cycle of Social Capital
Influence and Control
Influence and Control
InformationInformation Trust and SolidarityTrust and Solidarity
Like many other forms of capital, and perhaps to a greater degree, social capital creates a self-reinforcing virtuous cycle
SocialCapital
• Increased information leads to increased influence and control
• Increased influence and control leads to increased information
• Increased trust and solidarity leads to increased influence and control
• Increased influence and control leads to increased trust and solidarity
• Increased information leads to increased trust and solidarity
• Increased trust and solidarity leads to increased information
Cost / Inefficiencies
Cost / Inefficiencies
Exclusivism / Cliqueism
Exclusivism / Cliqueism
Excessive Claims
Excessive Claims
• As with all forms of capital, investment in social capital may not always be cost efficient. An actor may secure higher returns by investing in other forms of capital
• The development of particularly tight social networks can often lead to an “clique” effect, where actors outside of the network feel unfairly excluded
• An individual with strong social capital can receive too many requests for assistance, information, and access to his or her capital from others
Investing in social capital also entails risk.
Developing Social CapitalPrinciples for Building and Using Social Capital
Principle 1Principle 1Principle 1Principle 1
Principle 3Principle 3Principle 3Principle 3
Principle 4Principle 4Principle 4Principle 4
Principle 2Principle 2Principle 2Principle 2
Constantly expand your network--doing so will increase its value to you and to others
Become aware of the structure and pattern of your network and identify opportunities to broker valuable connections
• Identify unique groups and contacts that you have• Develop plans to expand your network in key areas
Develop strong relationships with key members of your network but realize the importance of weaker relationships
• It is often best to develop very strong relationships with only a core group of individuals
• Develop “lighter” relationships with a very broad network--as broad ass possible
Treat your network with care• Start networking early• Develop a core group of contacts and develop deep friendships with them• Keep your network’s best interest at heart• Access your network frequently• Provide network members with valuable information, service
Firms can also be evaluated against a social lifecycle where young, entrepreneurial firms require more extensive external networks than do mature, established firms
Developing Social CapitalIdentify Your Need for Networking
Young MatureFirm Social Maturity
Type of Networks Required
External
Internal
Stage 1: Extensive External Network Required
Investors Customers Suppliers Strategic business
partners
Stage 2: Internal and External
Networks Required
Viable revenue stream
Solid financing and investor relationships
Need to evaluate opportunity for new investment
Stage 3: Network ClosureRequired, Look for Growth
Opportunities
Still need to cement external relationships
However, internal innovation and next generation service requires increased internal networking
The cycle begins again as the firm
looks for new growth
opportunities
PUCSOM: MBA Leadership
Leaders define reality and provide hope.
Ken Chenault, CEO American Express
Thank You
Any Questions or Comments