Hoofdstuk
4
–
Consulting
and
EQ
–
Enhancing
emotional
intelligence
in
the
workplace
Three
perspectives
on
EI:
1. As
a
cultural
trend
or
part
of
the
cultural
and
political
zeitgeist
2. As
a
group
of
personality
traits
that
are
important
to
success
in
life
such
as
persistence
and
achievement
motivation
3. As
a
set
of
abilities
identified
by
scientific
literature
concerning
the
processing
of
emotional
information
Approaches
The
most
comprehensive
approach
is
provided
by
Mayer
et
al,
who
present
an
ability
theory
of
emotional
intelligence
concerned
with
processing
emotions.
• Their
process
model
operates
across
the
cognitive
and
emotional
domains
and
forms
a
system
consisting
of
four
branches,
beginning
with
emotional
perception
and
identification
and
sequentially
moving
through
the
processes
of
emotional
facilitation
of
thought
and
emotional
understanding,
culminating
in
emotional
management
• EI
is
an
intelligence
that
can
be
measured
and
applied
to
how
people
function
in
various
settings,
including
organizations
(!)
EQ
Consultation
model
General
criteria
for
effective
work
in
this
area
for
consultants:
1. The
program
must
be
based
on
a
sound
theoretical
foundation
à
it
is
useful
to
have
a
framework
to
provide
a
lens
of
understanding
for
both
the
client
and
consultant
2. The
program
should
begin
with
diagnosis
à
every
intervention
is
based
on
an
implicit
diagnosis
based
on
a
set
of
assumptions.
The
presented
problem
should
be
understood
and
the
assumptions
should
be
clarified
by
basing
inferences
on
the
data
3. The
program
should
focus
on
targeted
interventions
à
where
are
the
most
important
needs?
The
consultant
should
focus
on
interventions
that
specifically
address
those.
Also,
the
client
needs
to
understand
and
feel
the
need
for
intervention,
buy
into
the
program,
and
see
the
relevance
for
organizational
functioning.
4. The
program
should
provide
the
basis
for
continued
learning
à
the
consultant
can
develop
a
continuing
relationship
with
the
organization
whereby
the
issues
and
skills
can
be
revisited.
Also,
new
issues
arise
as
the
organization
faces
new
and
perhaps
unforeseen
challenges.
Once
the
client
has
a
framework
and
a
language
to
think
clearly
about
the
issues,
the
consultant
can
provide
meaningful
follow-‐up
and
assist
the
organization
in
adapting
to
changes.
The
emotional
quotient
inventory
(EQ-‐i)
A
means
to
measure
five
major
components
or
‘realms’
of
EQ:
• Intrapersonal:
focuses
on
the
inner-‐self,
how
well
one
expresses
feelings,
lives
and
works
independently,
and
has
confidence
expressing
ideas
and
beliefs
o Emotional
self-‐awareness
o Assertiveness
o Independence
o Self-‐regard
o Self-‐actualization
• Interpersonal:
people
skills
that
enable
one
to
relate
well
to
others
in
a
variety
of
situations
o Empathy
o Social
responsibility
, o Interpersonal
relationships
• Adaptability:
the
ability
to
size
up
and
respond
to
a
wide
range
of
difficult
situations,
the
ability
to
grasp
problems,
devise
effective
solutions,
and
deal
effectively
with
conflicts
o Problem-‐solving
o Reality
testing
o Flexibility
• Stress
management:
the
ability
to
withstand
stress
without
caving
in,
falling
apart,
losing
control
or
going
under
o Stress
tolerance
o Impulse
control
• General
mood:
Concerns
one’s
outlook
on
life,
the
ability
to
enjoy
oneself
and
others,
and
overall
feelings
of
contentment
or
dissatisfaction
o Happiness
o Optimism
Engaging
the
client
Once
a
contract
is
made,
the
consultant
can
listen
for
EQ
themes
as
part
of
initial
discussions
with
the
client.
The
organization
might
be
experiencing
unproductive
levels
of
conflict
or
stress
manifested
in
high
turnover,
hostile
interactions
or
passive-‐aggressive
inertia
such
as
not
showing
up
for
meetings
or
other
organizational
events.
In
such
cases,
the
consultant
can
suggest
a
diagnostic
process
that
involves
initial
measurement.
The
EQ-‐I
instrument
can
then
be
used
to
collect
data
along
with
means
such
as
interviews
to
provide
a
leverage
point
for
interventions.
Important
when
administering
the
instrument
• Informed
consent
and
confidentiality
• It
is
important
for
participants
to
know
how
the
results
will
be
used,
that
individual
data
will
not
be
disseminated
without
their
knowledge,
and
that
they
will
be
debriefed
on
their
results
on
each
of
the
scales
• It
is
also
important
to
avoid
providing
too
much
initial
information
that
could
have
the
potential
effect
of
biasing
the
results.
Feedback
and
interpretation
The
consultant
may
arrange
a
half-‐day
to
day
with
the
organization
that
includes
the
following:
• A
brief
overview
of
the
concept
of
emotional
intelligence,
how
it
is
defined
and
a
description
of
the
EQ-‐I
scales
and
their
meaning
• A
description
of
the
feedback
report
that
each
participant
will
receive.
At
this
point
the
consultant
may
provide
the
overall
group
with
its
EQ
score
and
scale
results
• Follow-‐up
meetings
with
each
participant
to
go
over
individual
scores
and
their
interpretation.
Targeted
interventions
The
consultant
can
use
the
data
from
the
EQ-‐I
either
at
the
group
or
individual
level
to
plan
targeted
interventions
that
focus
on
developing
appropriate
interpersonal
skills.
Chapter
5
–
The
changing
role
of
consulting
in
project
management
The
emergence
of
modern
project
management
has
outpaced
the
understanding
of
how
and
why
project-‐oriented
interventions
work,
creating
value
in
some
situations
while
leading
to
disappointment
or
even
outright
disaster
in
others.
, • Many
companies
have
formed
new
alliances
thorugh
mergers,
acquisitions
and
joint
ventures,
and
have
explored
alternative
organizational
designs,
business
processes
and
leadership
styles
• Therefore,
they
also
require
more
intense
cross-‐functional
teamwork
and
cooperation,
with
high
levels
of
resource
and
power
sharing,
and
complex
lines
of
authority,
accountability
and
control
• Thus,
the
focus
of
project
management
has
shifted
over
the
past
decades
from
simply
tracking
schedule
and
budget
data,
to
the
integration
of
human
factors
and
organizational
interfaces
into
the
project
management
process
Eight
forces
that
are
driving
the
nature
of
today’s
project
consulting
environment
These
forces
must
be
understood
in
order
to
build
an
effective
project
management
system.
From…
To…
Mostly
linear
work
processes
Highly
dynamic,
organic
and
integrated
project
systems
Efficiency
Effectiveness
Extensive
use
of
IT
More
process-‐integrated
use
of
IT
Information
Decision
support
Project
management
tools
Integrated
systems
Managerial
control
Self-‐direction
and
accountability
Executing
projects
Enterprise-‐wide
project
management
Project
management
as
a
support
system
Established
standards
and
professional
status
Model
for
influences
on
project
performance
• People:
the
people
on
the
project
team
and
its
support
organizations
• Leadership
• Project
tools
and
techniques
• Business
processes:
that
power
and
support
the
project
activities
These
four
categories
are
overlapping
and
intricately
affected
by:
• The
organizational
infrastructure
and
support
systems
• Managerial
support
• Project
complexity
• The
overall
business
environment.
These
categories
not
only
determine
project
performance,
but
also
hold
the
DNA
for
the
type
of
consulting
services
that
are
best
suited
for
improving
specific
project
management
situations.
