1. EMOTIONAL INTELLIGENCE
Chapter 8 & 9 – Interpersonal Communication

2. WHAT IS EMOTIONAL INTELLIGENCE?

3. EMOTIONAL INTELLIGENCE (EI) DEFINITION
“the capacity for recognizing our own feelings and those of others, for
motivating ourselves, and for managing emotions well in ourselves and
in our relationships. Emotional intelligence describes abilities distinct
from, but complementary to, academic intelligence.”
- Daniel Goleman (1998)

4. BALANCING WHAT WE FEEL & WHAT WE THINK…

5. Did you know?
 Emotions were the first to form within the brain. They can be found within all
three layers of the brain. Before anything else, living creatures had feelings.
 Animals and the first human beings primarily depended on their emotions for
survival.
 Fight or flight are responses generated through emotions.

6. CONTINUED…
• Emotional intelligence is, “that aspect of human intelligence that governs
our ability to recognize, understand, control and use emotions in solving
problems of a personal and interpersonal nature” (Bar-On, 2007, p. 27).

7. A MEDICAL STUDENT STORY…

8. SOME THOUGHTS…
• ”Neuroscience is by far the most exciting branch of science because the
brain is the most fascinating thing in the universe.
Every human brain is different, the brain makes each human unique and
define who we are.”
• Stanley B. Prusiner

9. HOW WE USE IT…
“The term Emotional Intelligence (EI) refers to the processes involved in the
recognition, use, understanding, and management of one’s own and other’s
emotional state to solve emotion-laden problems and to regulate behavior”
(Mayer and Salovey, 2004, introduction).

10. CONTINUED…
Emotional Intelligence is, “the capacity for
recognizing our own feelings and those of
others, for motivating ourselves, and for
managing emotions well in ourselves and
in our relationships” (Opdycke, 2007, n.p.).

12. NOT THE OPPOSITE
“It is very important to understand that emotional intelligence is not the
opposite of intelligence, it is not the triumph of heart over head – it is the
unique intersection of both” (Caruso, 2005, n.p.).
• See next slide for example.

13. WHERE WE WANT TO BE…THE GOAL
EI
Thinking
Part
Feeling
Part
EI refers to emotional management skills which provide competence
to balance emotions and reason, so as to maximize long term
effectiveness & happiness.

14. IN TERMS OF SUCCESS…

15. IMPORTANCE OF EI TO ORGANIZATIONS
• 50% of work satisfaction is determined by the relationship a worker has
with… his/her boss.
• A large hospital reduced turnover of critical-care nurses from 65 to 15
percent within 18 months of instituting an emotional intelligence
screening assessment. EI is a prerequisite for effective leadership
across borders.
• Requires a high level of self-mastery and people skills; ability to put
yourself into the positions of others.

16. EI – NEW CONCEPT?
No…it has always been there…we just have been better at defining it…
“That man is disciplined and happy who can prevail over the turmoil that springs from desire and anger, here
on earth …” Hindu text Bhagavad-Gita, 1000 B.C.E
There are TWO dimensions of emotions:
• Physiological side: ‘Emotion’ is a complex state of human mind, involving bodily
changes of widespread character such as breathing, pounding heart, flushed face,
sweating palms, pulse rate, gland secretions, etc.
• Psychological side, a state of excitement or alarm marked by strong feelings.

17. WHY IMPORTANT TO STUDY?
Its important to understand how our brains process basic and higher level emotions.
This will increase your awareness of why we react the way we sometimes do.
Emotion and your body have a big relationship!
– Becoming self-aware will improve your relationships.

18. ICEBERG MODEL
What we see (behavior/performance)
What we don’t see (thinking, emotions, attitudes,
personal values, basic human emotional needs)
**The things we don’t see create our behaviors.

19. Feelings/Emotions Are
Dynamic and Complicated

20. FOUR COMPONENTS OF EI
• 1. Self-Awareness
• 2. Self-Management
• 3. Social Awareness
• 4. Relationship Management

21. SELF-AWARENESS
• Self-awareness is recognizing how others respond to us. This is often
challenging because we tend to see what we want to see. And we
tend to avoid the uncomfortable action of asking others for
feedback.
• Requires time for reflection.
• Requires collecting feedback from others (were not used to this).
• Important that we ask feedback from those who have similar
values.
• A large study that compiled thousands of data points found that leaders
who sought out negative feedback were much more self-aware and
effective than those who sought out positive feedback.

22. EXAMPLE

23. SELF-MANAGEMENT
• Self-management is your ability to control your emotions. A key factor is
whether you react or respond to situations.
• Answer these questions:
• When you get an irritating email, do you write back right away?
• Do you sometimes find yourself regretting how you handled yourself, wishing that
you had been more calm and poised?
• Do you lose patience or rush others?
• If you said yes to any of these questions, you may be in the habit of reacting rather
than responding. When you react, you do what comes naturally, which is going with
the emotional part of your brain. When you respond, you act against what is natural,
which is why it is difficult. You engage the rational part of your brain and select the
best response.

24. EI: SELF-MANAGEMENT, SEINFELD
• https://www.youtube.com/watch?v=u3k7lykTWTk

25. SOCIAL AWARENESS
• Social awareness focuses on service, and level of empathy.
• Improve your organizational awareness by fine-tuning your radar for the
emotional climate in groups, and recognizing power dynamics.
• Understand and appreciate why someone feels they way they do.
• The importance of empathy was explained in Stephen Covey's book The 7
Habits of Highly Effective People.
• His fifth habit was to seek first to understand, then to be understood.
• That phrase reflects the simple wisdom of considering the needs of the other
party in any communication.

26. RELATIONSHIP MANAGEMENT –
ORGANIZATIONAL LEVEL
• Developing others, serving as an inspiring leader and catalyst for change,
collaborating with a high-performing team, and managing conflict are part
of relationship management.
• You are high on this characteristic if others perceive you as likeable and
you’re able to work well with diverse groups, even in the face of stress and
conflict.
• If you can create and communicate an inspiring vision and help them to do
difficult things, such as embrace change, you are definitely high on this
characteristic.

27. VALUE OF TAKING TIME FOR SELF-
AWARENESS REQUIRES ABILITIES
• to recognize appropriate body cues
and emotions
• to label cues and emotions
accurately
• to stay open to unpleasant as well as
pleasant emotions
• includes the capacity for
experiencing and recognizing multiple
and conflicting emotions

28. DEVELOPING EMPATHY
• Empathy is a feeling different from sympathy. When one is sympathetic, one
implies pity but maintains distance from another person’s feelings. Empathy is
more a sense that one can truly understand or imagine the depth of another
person’s feelings. It implies feeling with a person, rather than feeling sorry for
a person.
• Empathy is a translation of the German term Einfühlung, meaning to feel at
one with. It implies sharing the load, or “walking a mile in someone else’s
shoes,” in order to appropriately understand that person’s perspective.
• In research on married couples, empathy appears to include matching the
physiological changes of the other person.

29. THE SUBTLE AND COMPLEX ABILITIES
WHICH UNDERLIE PEOPLE SKILLS
• Being attuned to others’ emotions
• Promoting comfort in others through the proper use of display rules
• Using own emotional display to establish a sense of rapport

30. EMOTION RELATED DYSFUNCTION
• all or nothing thinking
• overgeneralization
• excessive worrying
• worrying as magical thinking
• disqualifying the position
• jumping to negative conclusions
• “should” statements
• labeling & mislabeling
• personalization
• stonewalling
• criticism; contempt

31. IMPACTS OF THIS TYPE OF THINKING
• Impacts on physical health
• cardiovascular disease
• progression of diabetes
• progression of cancer
• onset of hypertension
• Stress related illness
• Impacts on relationships
• Impacts on mental health

32. WHAT EI TRAIT/TRAITS ARE NOT BEING SHOWN HERE…

33. IN ORDER TO COUNTERACT OVERTHINKING OR MANAGE OUR
EMOTIONS WE NEED TO HAVE SOME _______________.

34. THERE ARE INSTRUMENTS TO
MEASURE EI...
• Take time for mindfulness
• Recognize and name emotions
• ID the causes of feelings
• Do something about it (make a change)
• Learn optimism to challenge distortion
• Learn distraction techniques
• Listen to voice of experience
• Develop Listening skills**

35. PRACTICE THIS…

36. RECOMMENDED JOURNAL ARTICLES
• Habib, S, Riaz, M, & Akram, M 2012, 'Emotional Intelligence as Predictor of Life Satisfaction
among Nurses: Mediating Role of Spiritual Wellness', FWU Journal Of Social Sciences, 6,
1, pp. 73-78, Academic Search Complete, EBSCOhost, viewed 25 September 2012.
• Heffernan, M, Griffin, M, McNulty, S, & Fitzpatrick, J 2010, 'Self-compassion and emotional
intelligence in nurses', International Journal Of Nursing Practice, 16, 4, pp. 366-373,
CINAHL Plus, EBSCOhost, viewed 25 September 2012.
• Batool, S, & Khalid, R 2009, 'LOW EMOTIONAL INTELLIGENCE: A RISK FACTOR FOR DEPRESSION',
Journal Of Pakistan Psychiatric Society, 6, 2, pp. 65-72, Academic Search Complete,
EBSCOhost, viewed 25 September 2012.
• Freshman, B, & Rubino, L 2004, 'Emotional Intelligence Skills for Maintaining Social Networks in
Healthcare Organizations', Hospital Topics, 82, pp. 2-9, British Library Document Supply
Centre Inside Serials & Conference Proceedings, EBSCOhost, viewed 25 September
2012.
• Cadman, C. and Brewer, J. (2001), Emotional intelligence: a vital prerequisite for recruitment
in nursing. Journal of Nursing Management, 9: 321–324.

37. IMPORTANT**
• Remember that it takes time to unlearn old habits.
• However, with determination you can develop a high
emotional intelligence.