Wild for Innovation: Developing an Effective and Innovative Team
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On March 5th, 2010 the UNH Wildcats, Whittemore School of Business, New Hampshire Division of Economic Development and Public Service of New Hampshire hosted a unique afternoon workshop at UNH aimed at building teams, developing effective leaders and stimulating innovation. The "Wild for Innovation" workshop was developed specifically for New Hampshire business leaders and their teams, and included presentations like this one, on developing effective and innovative teams, by Vanessa Druskat.
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Wild for Innovation: Developing an Effective and Innovative Team
- 1. Vanessa Druskat, Ph.D. Whittemore School of Business & Economics UNH Wild for Innovation Day March 5, 2010 Developing an Effective and Innovative Team
- 2. Effective Team Climate & Norms Team Facilitation Skills Team Leader Emotional Intelligence Team Task
- 3. “ 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 Drucker
- 4. The Human Brain and Emotional Intelligence prefrontal cortex thalamus amygdala brain stem
- 5. “ A personal and social intelligence that enables us to monitor our own emotions and the emotions of others, to discriminate among emotions, and to use that information to guide our thinking, decision-making, and actions.” What Is Emotional Intelligence?
- 6. Social Awareness Ability to attune to how others feel, and to “read” situations Self- Awareness Reading one’s own emotions and recognizing their impact Relationship Management Ability to guide the emotional tone of the group Self- Management Keeping disruptive emotions & impulses under control
- 7. DOES EI MAKE A DIFFERENCE? The Business Case
- 9. Experienced Partners (at least 10 years as partners) showing 9 or more EI competencies at or above the median delivered $1,118,000 more profit A Study of the Financial Impact of EI Competencies Demonstrated By Experienced Partners of a Multi-National Consulting Firm (Boyatzis,1999)
- 16. Conformity Adjusting opinions and behavior to align with the group despite true feelings. ASCH STUDY
- 20. How Team EI Affects Team Success Team Emotional Intelligence Trust, Group Identity, Group Efficacy, Networks Engagement, Cooperation Team Successful Performance
- 22. Dispelling the Myth Page Perception: The “real work” is the task – focusing on teamwork adds little value to team results Reality: T eamwork is part of the “real work” --doing it well improves team results
- 23. Conclusion IQ & Technical Skills EI … more EI than anyone thought! Searching for the right balance …
Editor's Notes
- Task -- the work the group is trying to get done – must be crystal clear Process – actions and tools that help a group get its work done Group – Understanding group dynamics Self- Use of yourself as an instgrument
- Starts with self-awareness
- What do you see here. Self awareness is the bedrock.
- Egon Zehnder International analyzed 515 executives and found those strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. The study included executives in Latin America, Germany, and Japan, and the results were similar in all three cultures.
- The higher you go in organizations, the more EI matters
- 4 person group – 2 people do over 70% of the talking 6 person group – 3 people do over 86% of the talking 8 person group – 3 people do 77% of the talking
- Social & emotional capital SYNERGY
- This model is based on our research and summarizes how emotional intelligence leads to more effective teams. Here you see that there are two levels of emergent properties GEI leads to social capital (the value added by the structure and quality of social relationships) Social capital in turn facilitates effective task processes where people are engaged, are participating, cooperate, etc. This then leads to team effectiveness
- Definitions of Norms Interpersonal understanding (understanding feelings, interests, concerns, strengths and weaknesses of members) (IU) Confronting members who break norms (having rules of conduct, speaking up when a member does something out of line) (CN) Caring behavior (communicating affection, appreciation, and respect for other members) (CB) Team self-evaluation (evaluating self, including emotional states, strengths & weaknesses in interaction and operation) (TE) Creating resources for working with emotion (accept emotions as part of group and encourage expression and examination of feelings) (WE) Creating an affirmative environment (positive group affect, optimistic outlook) (CA) Proactive problem solving (taking initiative to anticipate problems before they occur or to immediately or actively take ownership and control of a problem ) (PS) Organizational understanding (understanding the socio-political system of which group is a part, including the concerns and needs of other groups) (OA) Building external relationships (help other teams, builds positive contact with external constituents, obtains external support and secures resources) (BR)
- A matter of the heart – Mind and soul.