Issue 15 June 2006

One of the aims of AppliedEI is to keep you, the reader, at the cutting edge of emotional intelligence theory and practice in the UK. In this issue, you have:

Information on AppliedEI – The Conference Maximising Your Organisation’s Potential

An opportunity to be consulted on the new Individual Effectiveness scale – Reflective Learning

The chance to attend a seminar on Organisational Effectiveness – an organisational measure of emotional intelligence

Up to date features on both the Reflective Learning scale and the

Access to a new resource for personal development and reflective learning me + you =

A library of articles on AppliedEI in the Features Index

Information on courses and services offered through the CAEI

We hope you are able to make the most of these opportunities and resources for yourself, your team and / or your organisation.

We are always interested to know how you use the ezine and anything further you would like to know about or see as a feature in AppliedEI.
Please contact us with any comments or contributions:
e-zine@appliedei.co.uk

If you use any of the articles from AppliedEI, we request that you acknowledge copyright to the CAEI and include www.appliedei.co.uk or www.emotionalintelligence.co.uk in the credits.

Maureen Bowes
Editor

In this Issue:

Please contact us with any comments or contributions:
e-zine@appliedei.co.uk

Please feel free to email this issue on to anyone you think would benefit from this ezine. This ezine can also be viewed online at: www.emotionalintelligence.co.uk/
ezine/issue15
.html

Past Issues can also be viewed online:
Issue 1, Issue 2, Issue 3, Issue 4, Issue 5, Issue 6, Issue 7, Issue 8, Issue 9, Issue 10, Issue 11, Issue 12, Issue 13, Issue 14

Did someone forward this to you?
To subscribe, click the link below.
Subscribe

  • The Emotional Intelligence and FIRO link
  • Individual Effectiveness Scale 5: Emotional Resilience
  • Review of me + you =

Adopting the right attitude can convert a negative stress into a positive one.
Hans Selye
Founder - International Institute of Stress

Activate Training who sponsor this ezine are development training partners of the CAEI.
www.activate-training.co.uk

Major rewrite of online: Your feedback please

JCA are currently undertaking a major rewrite of the IT programme for Individual Effectiveness. This is the ideal opportunity for JCA to incorporate important improvements to the current product. To support this process administrative users of are being consulted and asked to provide feedback on both the product and the online system of any changes or improvement you would like to be included. The rewrite is due to be completed by the end of the year, with previews ready for the CAEI conference.

If you have not received the request for feedback on ‘ie’ and you would like to have your input to its ongoing development please contact me directly on jo@jca.biz

Jo Maddocks
Director of Product Development
JCA (Occupational Psychologists) Ltd

Maximising Your Organisation’s Potential: Conference details




Reflective Learning by Tim Sparrow and Jo Maddocks

So far we have looked at scales 1 to 4 of the . This month, surprisingly enough, we do not look at Scale 5 Emotional Resilience – that is for next month. But what we are examining this month is the new Scale 17 to form part of the new Self Knowledge section which is essentially self awareness over time. This will be in the revised version of the due to appear this autumn. We have called this new scale Reflective Learning, and unlike the other scales it is not really an aspect of emotional intelligence itself, but is a vital prerequisite for emotional intelligence. Indeed, some people say it is the one single thing that most differentiates the emotionally intelligent from the emotionally unintelligent. The extent to which you practise reflective learning, you are likely to be in broad terms emotionally intelligent, and, the extent to which you are in broad terms emotionally intelligent, you are likely to practise reflective learning.

The importance of this process becomes clear if we consider the distinction, and the relationship, between awareness and knowledge, that is to say between self awareness and self knowledge and between awareness of others and knowledge of others. You will be familiar by now with our basic model of the processes of emotional intelligences:


This suggests that in order to self manage effectively all you need is self awareness, and in order to manage your relationships effectively all you need is awareness of others and the capacity to self manage, but that is a bit of an oversimplification. We may be exquisitely aware of where we or someone else is at, and yet not know what to do about it. For that we need also to know how we, or they, work. We need not just self awareness or other awareness but self knowledge and knowledge of others (individual others or others in general) too.

The basic distinction between these two types of entity is one of time scale, between the short-term and the long term. Self awareness, for example, is now-focussed. It is about being aware of what is going on in our body in this instant. Whereas self knowledge is more long term: it is about understanding how we work, and about the significance for us of our current bodily states, and what we need to do about them. Self awareness is converted into self knowledge by the process of reflective learning. The distinction between awareness of others and knowledge of others is exactly parallel.

In other words, to be accurate – if somewhat more complicated – our model of the processes of emotional intelligence needs to be developed to look like this:

So not only do we need awareness in the moment for its own sake, but also we need to adopt the practice of reflecting on our experience and so converting our self awareness over time (a succession of moments) into self knowledge, and our awarenesses of others over time into knowledge of how individual other people, and other people in general, work.

It is this practice that the new scale of Reflective Learning measures, and it is defined as “the degree to which you enhance your emotional intelligence by (i) reflecting on what you and others feel, think and do, (ii) noticing the outcomes these produce, and (iii) altering your patterns as necessary.”

The practice of reflective learning is part of a continuous process of learning and developing: I become aware of my next experience, reflect upon it and evaluate it in relation to my other experiences and reinforce or revise my self knowledge.

Similarly to the other scales of the , our capacity for reflective learning is much affected by our life position. To learn effectively about how we and others work we need to be able to observe and evaluate our experience dispassionately, from an “I’m OK, You’re OK” position. If we believe we are Not OK, that will interfere with our learning of how other people, and particularly how we ourselves, work. Judgment will intervene to limit the accuracy and the subtlety of our perception. And similarly, if we believe that others are Not OK, then that will interfere with our learning of how we, and particularly how other people, work.

So if reflective learning is a crucial mechanism for developing our emotional intelligence, what are the mechanisms for developing our practice of reflective learning? Different people will practice reflective learning differently. Some will do it consciously and formally and some will do it intuitively and en passant. Some will do it regularly and some will do it at irregular intervals.

If, however, you are seeking to develop an undeveloped habit of reflective learning, then there is a great deal to be said for doing it both formally and regularly. After all, as with most other forms of emotional intelligence development we are progressing through this developmental process:

The highly emotionally intelligent may practise their reflective learning with unconscious competence but as beginners we need first to develop our conscious competence.

Here are a few practical suggestions, some of which you may find useful:

1.

Keep a journal or a learning log, recording in a special book (or a special folder in your computer) your learnings about how you and other people work. Review your experience and the potential learnings in it daily.

2.

Review your performance regularly, e.g. after you have done anything significant such as a presentation, a meeting (maybe at work, maybe with family or friends), perhaps a party. Use these questions to help you draw out the learning available:
What worked, and went well, and why?
What didn’t go so well, and why not?
What will I do different another time?
What have I learned from this experience and from reflecting on it?

3.

It is sometimes difficult to pull yourself up by your own bootstraps, so you could use a professional, such as a psychotherapist, counsellor or coach, to help you in the process. A cheaper alternative is to do this mutually with an individual colleague (as in “co-counselling”), or with fellow members of a learning set.


Pilot Version of Reflective Learning Scale
As this is a new scale, it may be helpful to close with a list of the questions in the pilot version we are currently trialling. (R = negative item, Reverse scored)

1.

I review each day, my successes and failures, and identify what I have learned.

2.

(R) I go through my life so busily that I don’t find time much to stop and think about what I do and how I do it, and why.

3.

I often ask myself Why? about my own behaviour and that of other people.

4.

I notice what works and what doesn’t, both for me internally and in my interactions with others, and change my patterns accordingly.

5.

I develop my self-knowledge by regular conscious reflection.

6.

I keep a diary or journal, which is more than just a record of my appointments or activities.

7.

I plan my life ahead, and in so doing make use of what I have learned from reflecting on my past outcomes.

8.

After any chunk of experience, I notice what has gone well, identify what I have learned, and decide what I will do differently in the future.

9.

I am able to review what I, and other people, have done in a non-judgmental way so that I can get the full learning out of it.

10.

(R) I am a doer rather than a thinker or a feeler: I don’t see the point of mulling over the past rather than moving on to do the next thing.

11.

I measure my achievements against my goals and work out why I did or didn’t get what I wanted, and what I can learn from that

12.

There are times when I reflect deeply about myself and change my patterns accordingly.

13.

I regularly use a professional (e.g. a coach or a counsellor) to help me in my personal development, and to facilitate my learning from my experience.


If you would like to help us in the development process by completing this pilot version, please e-mail tim@appliedei.co.uk or jo@jca.biz for a response sheet.

© Tim Sparrow (Centre for Applied Emotional Intelligence) and Jo Maddocks (JCA)

New EI product development: Organisational Effectiveness Measure by Jo Maddocks

Since creating the original concept of in 1998, Tim Sparrow and I have always intended to develop an organisational measure of emotional intelligence. After many years of growing the individual and team measures we are now ready to develop the organisational measure.

The intention is to provide our clients with a suite of measures that can assess the effectiveness of people, teams and the organisations. These will subsequently form an integrated whole where users can generate analysis for the same person at all three levels and draw relevant comparisons.

As we know full well each level is interdependent, for example, a demotivated team member can bring down the morale in the team which can affect the organisational climate. Equally, working for an organisation that does not value its employees will impact on team and individual’s motivation and productivity.

Although we are still in the early stages of conceptualisation, we would like to invite ezine readers to participate in the development of OE by providing feedback and ideas. In this way the product we produce will meet your requirements.

We have also started from the premise that EI has the same foundations and principles at all three levels as they are all derived from the people within them. That is, an organisation is not emotionally intelligent, it is the composition of the people within it that create the EI of the organisation.

We have therefore mapped the foundational principles / mindsets and life positions that underpin the onto the organisation. We then continued this process by defining the scales, which represent the practice of EI, from an organisational perspective.

A summary of our analysis so far is listed below. Linking OE to the IE scales, Eight Principles and to the Life Positions model.

Theoretical links between IE and possible OE scales

OE possible scales

Self value

The degree to which people feel valued within this organisation

IE scales

Self regard

Valuing others

The degree to which people value others inside other parts of the organisation and outside of this organisation

Regard for others

Internal awareness

The degree to which people are aware of what is happening inside the business

Self awareness

External awareness

The degree to which people are aware of what happens outside that affects the business

Other awareness

The learning organisation

The extent to which this organisation improves its performance by reflecting on its experiences

Reflective learning

Organisational support

The degree to which this organisation supports people in it

Emotional resilience

Empowerment and responsibility

The degree to which this organisation allows its members to empower themselves and act responsibly

Personal power

Value alignment

The degree to which people feel aligned to the organisation values and their roles

Goal directedness

Change

The degree to which people in this organisation create and respond to change

Flexibility

Building relationships

The degree to which people in this organisation build relationships

Personal openness

Integrity

The degree to which people in this organisation have integrity

Invitation to Trust

Levels of trust

The degree to which people in this organisation trust others

Trust

Realistically positive

The degree to which people in this business are realistically positive

Balanced outlook

Balance

The degree to which people in this organisation balance being professional with being human

Emotional expression and control

Conflict handling

The degree to which this organisation and its people act with assertiveness

Conflict handling

Collaboration

The degree to which people in this organisation are collaborative

Interdependence

Theoretical links between the Eight Principles and possible OE principles

Every person in the organisation is responsible for their actions

We are each responsible for our actions

Subsume mindset 2:
No one else can control our feelings

The organisation values all kinds of human differences

People are different

The organisation respects and values people

However You and I are is OK

Agreed behaviours are expected in the organisation

Feelings and behaviour are separate

People’s needs and feelings are seen as important in this organisation

All feelings are self justified and important

Organisations and the people in it can change

Change is possible

The organisation recognises that people have a natural tendency towards growth and health

We all have a natural tendency to growth / physis

Mapping OE onto the Life Positions model

Healthy position: I’m OK, You’re OK.
The organisation values and respects its employees, customers and competitors
e.g. most popular places to work

Critic position: I’m OK, You’re Not OK.
The organisation is typified by a culture of blame, disrespect, exploitation and being unethical
e.g. one off sales industries

Submissive position: I’m Not OK, You’re OK.
The organisation is typified by low morale and being undervalued
e.g. the helping professions

Hopeless position: I’m Not OK, You’re Not OK.
The organisation is typified as being pessimistic, resigned and passive
e.g. declining industries

If you would like to be involved in the development of the Organisational Effectiveness measure then you can attend a seminar on 20th June where we will be discussing our thinking. Or contact Jo directly with your feedback and ideas.

© Tim Sparrow (Centre for Applied Emotional Intelligence) and Jo Maddocks (JCA)

Printable version of this article

New EI resource

We are delighted to announce that the self published book by Maureen Bowes, the editor of this e-zine,
me + you = “ is now available.

me + you = is a DIY development programme on how to ‘do’ emotional intelligence and improve your relationships at work, at home, socially or with yourself. This book is full of insights and challenges to anyone who wants to develop their knowledge, skills, attitudes and habits around people.

Full of points to reflect on, think about, feel, visualise and affirm, this is not an emotional intelligence ‘made easy’ book, because challenging and easy don’t go together, but the message is Doing it works.

Available now from http://peopleintelligence.com/me_you.aspx

me + you = is based on the model of Individual Effectiveness created by the CAEI and JCA Occupational Psychologists. The main section of the book has 20 chapters, each containing 5 suggestions for developing that particular facet of emotional intelligence, along with an affirmation, a visualisation and a reference to a popular song title or lyrics. There are 5 poems by John Hegley providing another perspective on EI.

The Individual Effectiveness Questionnaire has 17 scales.
The chapters of me + you = correspond to the scales as outlined below:

Self regard = My self esteem
Regard for others = Your self esteem
Relative regard = Relating
Self awareness = Knowing me
Other awareness = Knowing you
Reflective learning
Emotional resilience = Bouncing back
Personal power
= Passion
Goal directedness = Setting goals
Flexibility = Being flexible
Personal openness = Being open
Trustworthiness
= Being trusted
Trust = Trusting others
Balanced outlook = Can do
Emotional expression and control = Expressing your emotions
Conflict handling = Handling conflict
Interdependence = Give and take
Self assessed EI = What am I like?

The 3 additional chapters are facets of the other sections.
Forgiving is part of I’m OK, You’re OK.
Intuition comes under Knowing Me .
Motivation belongs within the self management scales.

If you want to stop thinking about EI, and move into doing something with it, here is a good place to start.

If you want to get yourself a copy, at only £9.99, then just click on the link above to Maureen’s website.


Tim Sparrow

© Centre for Applied Emotional Intelligence

Features Index

Issue

1

What is Applied Emotional Intelligence? Tim Sparrow
CAEI - Our Mission
Introduction to the CAEI’s Eight Principles
Feature article – EI in Organisational Development
Richard Harvey
Profile of Tim Sparrow, Director of Learning

2

EI – Just Another Leadership Model? Amanda Knight
Introduction to the CAEI’s Eight Principles – Principle No. 1
Feature article – The Lowdown on EI Measurement (Pt 1) Tim Sparrow
Profile of Amanda Knight, Director of Programmes
An Example of AppliedEI – Personal Openness

3

Experiential learning and EI Amanda Knight and Matt King
Feature article – The Lowdown on EI Measurement (Pt 2) Tim Sparrow
Introduction to the CAEI’s Eight Principles No. 2
Profile of the CAEI’s partners – JCA and Activate
An Example of AppliedEI – Regard for Others

4

Educational article on EI and other Constructs Tim Sparrow
Feature article – EI and Conflict Handling Maureen Bowes
Introduction to the CAEI’s Eight Principles No. 3
Profile of AppliedEI’s editor – Maureen Bowes
An Example of AppliedEI – Goal Directedness

5

CAEI’s approach to EI Consultancy Tim Sparrow
Feature article – Developing Teams with EI Matt King and Amanda Knight
Introduction to the CAEI’s Eight Principles – No. 4
Profile of Matt King, Director Activate
An Example of AppliedEI – Interdependence

6

Our man at Nexus – Ray Hobby’s conference review
Feature article – Resonance – Leading with the Right Attitude Amanda Knight
Introduction to the CAEI’s Eight Principles – No. 5
Profile of Ray Hobby – CAEI Steering Group member
An Example of AppliedEI – Personal Power

7

Feature article – Facilitating Organisational Change Richard Harvey
How the CAEI approach to EI differs from others’ Tim Sparrow
Introduction to the CAEI’s Eight Principles – No. 6
Profile of Richard Harvey – Steering Group member
An Example of Applied EI – Self awareness

8

The CAEI Certificate Course – A participant’s experience Shane O’Byrne
What is an attitude? Amanda Knight
Introduction to the CAEI’s Eight Principles – No. 7
Profile of David Exeter – CAEI Steering Group member
An Example of Applied EI – Other awareness

9

RAF EI – The role of Emotional Intelligence in leadership development in the Royal Air Force David Exeter
Introduction to the CAEI’s Eight Principles – No. 8
An Overview of the Eight Principles
Jo Maddocks
Profile of Jo Maddocks – a founder of JCA Ltd
An Example of Applied EI – Trust

10
11
12 Finding the time for Self Development Maureen Bowes
Being in the Zone Matt King
Individual Effectiveness Scale 2: Regard for Others
An Example of Applied EI – All the scales
13
14

Applied EI - The Conference - Details of Sessions
AppliedEI™ - The Vision
Individual Effectiveness Scale 4: Other Awareness

Products and Services listing

EI Development from the CAEI

For EI development to be effective it needs to be:
Individual-oriented – because each person’s EI development needs are different
Developmental – starting with an assessment and continuing with supported development
About attitudes – developing emotionally intelligent attitudes and habits that lead to effective self and relationship management
Over time – to sustain the changes in attitudes and habits over the long term
Ethical – provided by qualified practitioners who have developed their own EI

For organisations: we either work with you to design and implement effective EI development programmes specific to your needs, or we run ‘Train the Trainer’ programmes to provide your organisation with people who have the necessary attitudes and skills to implement long-term EI strategies.

For individuals: we provide individual programmes for developing your personal EI, or practitioner courses if you are seeking to specialise in EI to help develop others.

How we can help you

PROGRAMME

CONTENT

OPTIONS

EI Awareness Seminars and keynotes

Awareness workshops for organisations, and conference keynotes, plenary and workshops

Delivered by the Faculty and AppliedEI™ practitioner team

Certificate in Applied Emotional Intelligence
(EI Practitioner programme)

A 9-month certificated action learning programme of 4 modules. Explores EI in depth, including personal EI development, application of EI in teams, leadership and organisations, and comparing various schools of thought. Entry requirement for AppliedEI™ Practitioner status

Cost: £3,395 + VAT
Module dates for the next course commencing in the Autumn are:
Module 1: Thurs-Sat 2-4 November '06
Module 2: Thurs-Sat 11-13 January '07
Module 3: Thurs-Sat 15-17 March '07
Module 4: Thurs-Sat 12-14 July '07

Minds4Success

Guided self development programme over 8-9 months based around the and comprising development workshops and coaching support

Please contact us if you are interested in attending this year’s programme

and standard accreditation

3-day exploration of the and profiling tools leading to accreditation

Recommended for experienced coaches and facilitators seeking additional profiling tools

AppliedEI in Leadership

Bespoke programme designed to meet the specific EI needs of your in-house leadership programme

Recommended to be run with outdoor experiential learning for accelerated EI development

AppliedEI in Teams

Individual team developments designed to meet specific needs. Often starting with team culture diagnosis with the , followed by experiential development, and possible individual assessment through the

Can be provided on-site as a facilitated workshop, off-site as an away-day, or as an outdoor team experience.

EI consultancy

Help in implementing EI-based programmes to your specific needs

Follow-up and developmental support recommended

For further information visit: www.emotionalintelligence.co.uk

Centre for Applied Emotional Intelligence
Buckholdt House, The Street, Frampton on Severn, Glos, GL2 7ED
Tel: 01452 741106 Fax: 01452 741520
Email: info@appliedei.co.uk
Web: www.emotionalintelligence.co.uk

This ezine is sponsored and administered by:
Activate
The Station, Station Street, Lymington,
Hants SO41 3BA
Tel/Fax: 01590 688011
Email: info@activate-training.co.uk
Web: www.activate-training.co.uk

Applied EI will use the email address you submit for the sole purpose of providing you with our monthly ezine. Applied EI will not sell or distribute your email address to third parties. Applied EI will honour all requests to unsubscribe from our ezine. All the contents of this e-zine are © CAEI 2005. For permission to reproduce any part for commercial purposes please contact the CAEI at the address above. ie and the ie logo, and te and the te logo, are trademarks of JCA (Occupational Psychologists) Limited. JCA reserves all rights and is the exclusive worldwide publisher (www.ie-te.co.uk). AppliedEI logo © CAEI. © photos by www.istockphoto.com. This ezine designed & produced by MGCreative Ltd (www.mgcreative.co.uk)