“By now, most executives have accepted that emotional intelligence (EI) is as critical as intelligence quotient (IQ) to an individual’s effectiveness. But much of the important work in organizations is done in teams. New research uncovers what emotional intelligence at the group level looks like –and how to achieve it” (Druskat & Wolff, 2001).

Emotional intelligence has been viewed distinctly as an individual competency especially that, today, most of the jobs or projects in different organizations are accomplished in teams. Thusly, managers are currently searching for approaches to encourage groups to work better. Luckily, studies have proven that enhancing a team’s overall performance is feasible if businesses invest in developing the emotional intelligence of group members.

This requires creating a team environment that fabricates emotional capacity, including the ability to respond constructively during emotionally uncomfortable circumstances and influence emotions in a useful manner.

Emotional interaction for group members works on different levels. This includes, but not limited to, the emotions of the individual, in addition to the emotions of the group as a whole.

Nonetheless, the writers explain that every firm must take into consideration the “norms” set per every level.

On an individual level:

Interpersonal Understanding

• Take time away from group tasks to get to know one another.
• Have a “check in” at the beginning of the meeting. As an example, ask how everyone is doing and get to know each better.
• Assume that undesirable behavior takes place for a reason. Hence, find out what that reason is or might be.
• Ask questions and listen and, of course, avoid negative attributions.
• Tell your teammates what you’re thinking and how you’re feeling.

Perspective Taking

• Ask whether everyone agrees with a certain taken decision.
• Let the quiet members express themselves. For instance, ask them what they think about the matter at hand.
• Question decisions that come too quickly.
• Appoint a devil’s advocate.

On the group level:

Team Self-Evaluation

• Schedule time to examine team effectiveness.
• Create measurable task and process objectives and then measure them.
• Acknowledge and discuss group moods.
• Communicate your sense of what is transpiring in the team.
• Allow members to call a “process check.” In other words, question, or allow others to question, whether the team is making good, effective use of their time at the moment.

Seeking Feedback

• Ask your “customers” how you are doing.
• Share your work; or post it online. Do not forget to encourage comments and remarks.
• Benchmark your processes.

During cross boundaries

Organizational Understanding

• Find out the concerns and needs of others in the organization.
• Consider who can influence the team’s ability to accomplish goals.
• Discuss the culture and politics of the company.
• Ask whether proposed team actions are congruent with the organization’s culture and politics.

But working to assemble norms for emotional awareness alone is not enough! Team members must also know how to regulate those emotions to reach ultimate results. With that being mentioned, stay tuned for our upcoming norms!

Source

Druskat, V. U., & Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard business review, 79(3), 80-91. Retrieved from https://hbr.org/2001/03/building-the-emotional-intelligence-of-groups

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