Vanessa Druskat, Vanessa Druskat, Ph.D.Ph.D.Whittemore School of Business & EconomicsWhittemore School of Business & Economics

UNHUNH

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Wild for Innovation DayWild for Innovation Day

March 5, 2010March 5, 2010

Developing an Effective Developing an Effective andand Innovative Team Innovative Team

Effective Team

Climate & Norms

Team Facilitation

Skills

Team LeaderEmotional Intelligence

TeamTask

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“I no longer think that learning how to manage other people, especially subordinates, is the most important thing for executives to learn. I am teaching, above all, how to manage oneself.”

-- -- Peter DruckerPeter Drucker

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The Human BrainThe Human Brainand Emotional Intelligenceand Emotional Intelligence

prefrontal cortex

thalamus

amygdala

brain stem

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““A personal and social intelligence that A personal and social intelligence that

enables us to monitor our own emotions enables us to monitor our own emotions

and the emotions of others, to and the emotions of others, to

discriminate among emotions, and to use discriminate among emotions, and to use

that information to guide our thinking, that information to guide our thinking,

decision-making, and actions.” decision-making, and actions.”

What Is Emotional What Is Emotional Intelligence?Intelligence?

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SocialAwareness

Ability to attune to how others feel,

and to “read” situations

Self-Awareness

Reading one’s own emotions and recognizing their impact

RelationshipManagement

Ability to guide the emotional

tone of the group

Self-Management

Keeping disruptive emotions & impulses under control

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DOES EI MAKEDOES EI MAKE A DIFFERENCE?A DIFFERENCE?

The Business Case

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EI & Leadership at J&J: A EI & Leadership at J&J: A Global StudyGlobal Study

Actual participants (1415) N=358 Management Participants

Participants were from the following locations:

Asia Pacific Europe/Middle East Latin America North America Australia China Hong Kong India Indonesia Japan Korea Malaysia Singapore Philippines Taiwan Thailand

Egypt Germany Greece Ireland Italy Poland Portugal Spain Switzerland United Arab Emirates

Argentina Brazil Central America Columbia Ecuador Mexico Panama Paraguay Peru Uruguay

Canada United States

CPC CPWW ACP Ortho Derm Neutrogena PPC PPWW SLC Vistakon

Experienced Partners (at least 10 years as Experienced Partners (at least 10 years as partners) showing partners) showing 9 or more9 or more EI competencies at EI competencies at

or above the median delivered or above the median delivered $1,118,000$1,118,000 more profitmore profit

A Study of the Financial Impact A Study of the Financial Impact of EI Competencies of EI Competencies

Demonstrated By Experienced Demonstrated By Experienced Partners of a Multi-National Partners of a Multi-National

Consulting FirmConsulting Firm(Boyatzis,1999)(Boyatzis,1999)

“In the Eyes” - Image 12

A. Indifferent B. Embarrassed

C. Skeptical D. Dispirited

•Adapted from “Reading the Mind in the Eyes Test” in The Essential Difference by Simon Baron-Cohen (2003).

Team Facilitation Team Facilitation SkillsSkills

Most people have good Most people have good intentions. So why don’t all intentions. So why don’t all

meetings work well?meetings work well?

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Distribution of Distribution of Participation as a Function Participation as a Function of Group Sizeof Group Size

Source: Shaw, M. E. (1981). Group dynamics: The psychology of small group behavior, 3rd Edition. New York: McGraw-Hill: 170. Reprinted with permission.

• 4 person group – 2 people do over 70% of talking• 6 person group – 3 people do over 86% of talking• 8 person group – 3 people do 77% of talking

Those doing the talking may not be the most informed about the problem

Other Other very very common common problems…problems… Common Knowledge Problem Too much cohesion problem Not enough conflict problem

A Note on Conflict

“In manufacturing we try to stamp out variance. With people variance is everything.”

Jack Welch

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ConflictConflict

Relationship Relationship conflictconflict

Task or Process Task or Process conflictconflict

ConformitConformityy

Adjusting opinions and behavior to align with the group despite true feelings.

ASCH STUDYASCH STUDY

Improving Meetings: Team Leader Actions that

Don’t Work Increasing the amount of discussion Increasing information Increasing member or team accountability Increasing team size

Team Leader as Information Manager Behave as the “information manager” Minimize status differences Consider and records ideas one at a time Heighten team members’ awareness of

types of information likely to be possessed by different individuals

Build trust and familiarity

Team Emotional Intelligence

A culture created by a set of team norms (rules for behavior) that facilitate a productive social and emotional environment (i.e., trust) that leads to team effectiveness.

How Team EI Affects Team Success

Team Emotional Intelligence

Trust, Group Identity, Group Efficacy, NetworksTrust, Group Identity, Group Efficacy, Networks

Engagement, CooperationEngagement, Cooperation

Team Successful Performance

Team EI NormsTeam EI Norms

3 Levels Behavioral Norms

Member •Interpersonal Understanding•Constructive Confrontation•Caring Behavior

Group •Team Self-Evaluation•Creating Resources for Working with Emotion•Creating an Optimistic Environment•Proactive Problem Solving

External Groups

•Organizational Awareness•Building External Relationships

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Dispelling the MythDispelling the Myth

Perception: The “real work” is the task – focusing on teamwork adds little value to team results

Reality: Teamwork is part of the “real work” --doing it well improves team results

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ConclusionConclusion

IQ &IQ &Technical Technical SkillsSkills

EIEI

… … more EI than anyone thought!more EI than anyone thought!

Searching for the right balance …Searching for the right balance …

Consortium for Research on Emotional Consortium for Research on Emotional Intelligence in OrganizationsIntelligence in Organizations

www.eiconsortium.org

To Learn More…..My contact information:My contact information:

Vanessa Druskat The University of New Hampshire Vanessa.druskat@unh.edu