Intellectual quotient (IQ) determines what an individual knows, but emotional intelligence (EI) determines what they will do. IQ may allow a person to enter an organization, but emotional intelligence will enable them to grow within it.
In this context, the development of an organization and its members largely depends on emotional intelligence.
This means an organization should evaluate:
- Personnel selection techniques: Group dynamics can be effective in assessing how a person interacts with specific environments or situations, along with evaluations that measure the individual’s emotional capabilities.
- Leadership of key managers and collaborators: According to Goleman, emotional intelligence can be developed through coaching or therapeutic support to increase emotional self-awareness.
- Generic techniques: These involve training individuals in secondary skills for assessing work, team members, and disposition. Creating informal gathering spaces can also enhance group dynamics and mindfulness.
In a smart organization, employees take on the responsibility to enhance their own emotional intelligence through self-awareness, emotional regulation, and self-motivation.
To build an emotionally intelligent organization, teams need to develop:
- Personal mastery: Recognizing one’s own abilities and those of others within the organization.
- Shared vision: Establishing a vision of goals that become a source of inspiration and productivity within the organization.
- Team learning: Fostering teamwork to go beyond individual perspectives and support collaborative development.
- Mental models: Establishing unconscious paradigms or frameworks.
- Systemic thinking: Integrating these disciplines to change perspectives on situations, recognizing interrelationships instead of seeing them as linear chains.
Emotional intelligence can be learned. Scientific studies support the idea that a group mind can be more intelligent than an individual mind.
