elainegrey (![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png)
elainegrey) wrote2010-04-07 01:32 pm
elainegrey) wrote2010-04-07 01:32 pm
Entry tags:
"Emotional Intelligence" training
I've signed up for three sessions of "emotional intelligence" training. I'm taking notes here. Fragments.
The presenter: http://www.arl.org/bm~doc/jones.pdf , http://www.deettajones.com/
* "Emotional Intelligence" makes us think of extreme emotions, not practical or professional elements.
* Daniel Goleman's definition
* Why smart people derail: lack of control, lack of perceived integrity, lack of feedback, short term orientation
-- I guess the "short term orientation" is what derails me, that surprise that interrupts me and leaves me spinning far longer than i need for the surprise.
+ Design feedback loops to help prevent derailment.
-- my boss isn't that good at feedback.
* Competencies
** Self-awareness (seeking feedback)
** Self-regulation (creating discipline)
** Motivation
** Empathy
** Social skills
[She goes into a little narrative about the brain physiology about how we feel first, how fear reactions (cortisol releases) divert mental resources to the emotions, taking away from the intellectual resources. You need to pause so that the intellectual resources can catch up.
* PSD & depression: hippocampus problematic, unable to regulate (contextualize) reaction
* much repetition that we can learn to handle stimulating events
-- yes, yes, i should be walking and exercising
Your Performance
* Emotional intelligence competencies distinguish "higher performance jobs" from "lower performance jobs"
-- i put that in quotes because the "higher" tends to measure how much management you're doing. To which i say, duh, of course managers and leaders will need more
* Pattern recognition is the other differentiator
[She notes that what ever we practice most is how we will behave under stress. This would be military war game training, police training -- "My training took over." ]
* practice practice practice
!!! A comment about Eastern "we" self vs Western "I" self cultural difference helps me think of how a few staff react.
Your Clients
[In talking about the emotional intelligence issues, she talks about political awareness, being able to pick up on the go-to person. I did not give full attention.]
Stereotype threat: she points out the cortisol increases triggered by affects performance. I remember dramatically difference performance on the GRE and another standardized evaluation test (that didn't reflect on me but the department). *sigh*
Perseverance out of anger may trigger an opposite effect. "spin anger into persistence that allows better performance" but exception, not rule
* Stereotype threat -- what about responding to folks who initiate with " OMG Problem!!" Similar cortisol trigger. "Meet and lead"
Leveraging diversity: How do we do it? SILENCE. (A few examples pulled up.)
Leadership
* Organizations acculturate people to avoid potential threats or embarrassments. We learn to bypass and cover up, leading to major inconsistencies in our words and actions - Chris Argyris
-- I like her conversation about leadership and "defensive routines." (Space Shuttle issue.) I realize the Minnow's leader (who made me so mad when the Minnow was stuggling) is on the line also listening. I wonder if he's *hearing*.
ARGH! Questions about introversion & extroversion implying introverts aren't emotionally intelligent.
Learned Optimism (put on hold)
Working guides on cultural norms
The presenter: http://www.arl.org/bm~doc/jones.pdf , http://www.deettajones.com/
* "Emotional Intelligence" makes us think of extreme emotions, not practical or professional elements.
* Daniel Goleman's definition
* Why smart people derail: lack of control, lack of perceived integrity, lack of feedback, short term orientation
-- I guess the "short term orientation" is what derails me, that surprise that interrupts me and leaves me spinning far longer than i need for the surprise.
+ Design feedback loops to help prevent derailment.
-- my boss isn't that good at feedback.
* Competencies
** Self-awareness (seeking feedback)
** Self-regulation (creating discipline)
** Motivation
** Empathy
** Social skills
[She goes into a little narrative about the brain physiology about how we feel first, how fear reactions (cortisol releases) divert mental resources to the emotions, taking away from the intellectual resources. You need to pause so that the intellectual resources can catch up.
* PSD & depression: hippocampus problematic, unable to regulate (contextualize) reaction
* much repetition that we can learn to handle stimulating events
-- yes, yes, i should be walking and exercising
Your Performance
* Emotional intelligence competencies distinguish "higher performance jobs" from "lower performance jobs"
-- i put that in quotes because the "higher" tends to measure how much management you're doing. To which i say, duh, of course managers and leaders will need more
* Pattern recognition is the other differentiator
[She notes that what ever we practice most is how we will behave under stress. This would be military war game training, police training -- "My training took over." ]
* practice practice practice
!!! A comment about Eastern "we" self vs Western "I" self cultural difference helps me think of how a few staff react.
Your Clients
[In talking about the emotional intelligence issues, she talks about political awareness, being able to pick up on the go-to person. I did not give full attention.]
Stereotype threat: she points out the cortisol increases triggered by affects performance. I remember dramatically difference performance on the GRE and another standardized evaluation test (that didn't reflect on me but the department). *sigh*
Perseverance out of anger may trigger an opposite effect. "spin anger into persistence that allows better performance" but exception, not rule
* Stereotype threat -- what about responding to folks who initiate with " OMG Problem!!" Similar cortisol trigger. "Meet and lead"
Leveraging diversity: How do we do it? SILENCE. (A few examples pulled up.)
Leadership
* Organizations acculturate people to avoid potential threats or embarrassments. We learn to bypass and cover up, leading to major inconsistencies in our words and actions - Chris Argyris
-- I like her conversation about leadership and "defensive routines." (Space Shuttle issue.) I realize the Minnow's leader (who made me so mad when the Minnow was stuggling) is on the line also listening. I wonder if he's *hearing*.
ARGH! Questions about introversion & extroversion implying introverts aren't emotionally intelligent.
Learned Optimism (put on hold)
Working guides on cultural norms