A641.5.3.RB - ICT at the Team Level

Using the concepts within ICT focused on the team level, reflect on why the Olympic US Women’s Soccer team won so often and the US Dream Team basketball men’s team did so poorly in 2000 and 2004?

According to U. S. Soccer’s website (2016), “ the U.S. Women’s National Team is by far the most successful country in Olympic women’s soccer history, having won four gold medals and one silver medal in the five competitions that have held so far. The USA is 23-2-3 all-time in the Olympics, having lost only in the gold medal game in 2000 and the opening match of the 2008 tournament, both to Norway” (para 1). Shifting to the Men’s 2004 U.S. Olympic basketball team or “Dream Team” whose last loss was in the Summer Olympics in 2004 at the Athens’ Games. “The loss came against Argentina in the semifinals of the medal round. The U.S., led by Allen Iverson and Tim Duncan, fell to Argentina, 89-81. The U.S. went on to win the bronze medal” (Holleran, 2016).  Both teams were known to be the most talented and dominant of their respective sports in the world.  So why did they both fall short of their goal of bringing home the gold medal?  I won’t even begin to claim I can definitively explain exactly why each team lost.  In sports, why teams win and lose can be analyzed down to the smallest detail, but such explanations cannot necessarily be proven.  However, I believe some elements within ICT may lend an explanation.  Boyatzis (2006) states “Intentional change theory (ICT) is a complex system. At the individual level, ICT describes the essential components and process of desirable, sustainable change in one’s behavior, thoughts, feelings, and perceptions. The ‘change’ may be in a person’s actions, habits or competencies. It may be in their dreams or aspirations. It may be in the way they feel in certain situations or around certain people. It may be a change in how they look at events at work or in life” (p.609).

A team in any sport at any level all want to win.  Both the men’s basketball and women’s soccer teams shared the same vision, goal, and ideal: to win.  Although sharing the same ideals is a key component to intentional change of a group, it does not necessarily equate to accomplishing a group’s shared goal. Akrivou, Boyatzis, and McLeod (2006) discuss Tuckman’s linear-progressive model in which the four stages of group development are proposed: forming, storming, norming, and performing. They postulate that “In the forming stage, testing becomes the key concern of groups. In the storming stage, resistance to both group influence and task requirement is shown. In the norming stage, resistance and conflict are overcome.  In the performing stage, interpersonal structure becomes the tool through which group energy is channeled into the task with results enhancing group performance” (Akrivou et al., 2006, p. 693).  I think it is safe to surmise that each of these teams was in different stages of group development.  The women’s soccer team spent a considerable amount of time together prior to the Olympics which probably put them further along in development.  Whereas, the men’s basketball team formed only months before the Olympic games began.  Akrivou et al., (2006) also discuss group development in relation to intentional change and how it emerges through a series of five discoveries.  Boyatzis (2006) states that “desired, sustainable change within a family, team or small group occurs through the cyclical iteration of the group through what can be called the “group level definition” of the five discoveries” (p. 618).  The five discoveries are as follows: Discovery #1: emergence of shared ideal, vision, or dream.  Discovery #2: exploration of norms, paradoxes, challenges, and gaps.  Discovery #3: the group’s learning agenda.  Discovery #4: group experimentation and practice.  Discovery #4: resonant relationships.  I think the explanation as to why the men’s team fell short of their goal is a little easier to recognize than the women’s soccer team.  They simply were not together long enough to successfully develop as a group and had yet to build strong relationships with each other.  They were probably still in the forming or storming stages of development and had yet to enter into Discovery #2 in which they explored norms, paradoxes, challenges, and gaps.  The women’s loss is more difficult to explain.  They played together for quite some time and seemed to be well into the latter stages of group development and discovery.  Many even blamed the loss on a poor call from a referee that resulted in the opposing team’s winning goal.  Sometimes in sports, there may be what appears as an explanation to losing or valid reasons for not performing and sometimes there is simply no explanation.  

References:

Akrivou, K., Boyatzis, R. E., & McLeod, P. L. (2006). The evolving group: Towards a prescriptive theory of intentional group development. The Journal of Management Development, 25(7), 689-706.

Boyatzis, R. E. (2006). An overview of intentional change from a complexity perspective. Journal of Management Development,25(7), 607-623. doi:10.1108/02621710610678445

Holleran, A. (2016). When the united states last lost in mens’ basketball.  Retrieved from http://thespun.com/news/united-states-basketball-loss-olympics

WNT. (2016, August 05). A History of the U.S. WNT at the Olympic Games. Retrieved from http://www.ussoccer.com/stories/2016/08/05/19/54/160805-wnt-a-history-of-the-usa-at-the-olympic-games

A641.4.3.RB - Tipping Points of Emotional Intelligence

In your reflection blog, share instances where you have experienced a tipping point at work.

• What was the situation?
• What did you do?
• What was the result?
• What would you do differently?

A few years ago I managed a program for two medical centers in.  Although both medical centers were located in Pennsylvania, they operated independently of each other.  My team consisted of 7 members at the time and each person was responsible for program oversight of at least one medical center.  One of our team members had just notified us that she was taking a new position.  Even though our supervisor did not come straight out and say it, we knew this meant someone would have to take on more responsibility.  So, everyone waited patiently to see what would happen.  Later that week I received a call from my supervisor and he wanted to discuss how he was going to handle the workload.  

I knew what was coming, but no matter how much I thought I was mentally prepared, I wasn’t ready.  I was already doing the most work as compared to my coworkers and was considered the subject matter expert of our program.  I initially felt a bit slighted that my boss would even think about giving his most knowledgeable employee more responsibility.  Boyatzis (2013) discusses how people remember how someone invokes part of our “aspiration or ideal self or personal vision, or somebody who believed in you and trusted you and has confidence in you.  Someone gives you an opportunity or asks us to do something that we feel is over our head but they believe in us.  They are endorsing our strengths.  This combination of invoking our vision and our strengths is activating or arousing the Positive Emotional Attractor or PEA.”  This is exactly what my supervisor did in our conversation.  He told me that he needed me and he knew I was the person who could not only be successful in taking on the additional responsibility, but he thought I could actually make the program better.  He put his faith in me and activated my PEA.  

That moment, the moment when I knew he was asking for my help was my tipping point.  It was at that point when I decided to view the situation as an opportunity instead of a burden.  Boyatzis (2013) states “the process of change is not a continuous one, it happens with these tipping points, around these moments of emergence; what moves us ahead in the intentional change process are tipping points that move us into the PEA.”  I accepted my supervisor’s challenge and made a conscious decision towards intentional change.  A positive change.  I was only supposed to handle the additional duty for a few months, but it turned out to be almost a year.  And, my supervisor was accurate in how he thought I would improve the program.  I made some great changes and left the program much better than when it was given to me.  I could have been angry and bitter about the entire experience.  However, I decided that doesn’t solve anything and I used it as a positive lesson.  The only thing I would have changed was my initial fear and unfairness of being assigned the additional responsibility.  

Reference:

So Relatable. (2013, September 11).  Module 2 the positive (pea) and negative (nea) videos. [Video file]. Retrieved from https://www.youtube.com/watch?v=197x4dmuug8

A641.3.3.RB - Working with EI: Getting Results!

Watch the two videos on emotional intelligence by Daniel Goleman.  Goleman describes the four dimensions of EI: self-awareness, self-management, social awareness, and social skill.  Develop a reflection blog that focuses on the four EI dimensions.  Discuss how each of these applies to you, your strengths, areas that you need to develop, and how the dimensions have helped or hindered you in your performance and/or career.

Self-awareness

Goleman (2015) describes self-awareness as “knowing one’s internal states, preferences, resources, and intuitions”.  This is knowing what we are feeling and the reason we are experiencing such feelings.  This exercise is kind of deep since I am trying to be self-aware about my self-awareness.  But I’ll give it a shot.  I like to think that I am a self-aware individual and pay close attention to my feelings and why I am feeling a certain way.  I view this area of myself as having some strengths and weaknesses.  One such strength is the fact that I make it a point to enter a state of introspection multiple times every day.  I believe this helps me evaluate my feelings and whether or not my feelings are appropriate.  However, this can also be a weakness because I can tend to over-analyze why I am feeling the way I am feeling.  This sometimes causes me to waste time thinking about things.  I think my self-awareness has helped me throughout my career because it’s given me confidence in my emotional capabilities and I believe that gets recognized by others.

Self-management

Goleman (2012) describes self-management as handling your distressing emotions in an effective way so they don’t cripple and yet attuning to them so you learn.  I interpret self-management as the moment after we identify our feelings and unconsciously, and at times consciously, ask ourselves, “now what are we going to do?” Are we acting because of our feelings? Are we reacting because of our feelings?  Or, are we in tune with ourselves enough to know when not to do anything?  Because sometimes I realize that taking no action can be the best approach in some situations.  Again, for the most part, I believe I manage my feelings and emotions very well.  That’s not to say I manage them perfectly.  There are times I let my emotions get the best of me.  For example, I sometimes become frustrated with customers when trying to communicate with emails.  I think email can be effective, but there are times it does more harm than good.  There is no tone or inflection in an email and a message can be easily misinterpreted.  It is easy to offend or be offended through email, even though it was not intended.  I know I have been guilty of this.  Or when I try to ask a question in an email and the customer doesn’t provide an answer.  They reply but fail to address the question.  We go back and forth and it becomes a frustrating waste of time.  I know, pick up the phone right?  I would, but our correspondence has to be documented for our files.  Something so simple that should take a minute can end up taking days.  Positivity is another area I want to develop.  Sometimes there are so many challenges that become overwhelming and I feel like there is no break in sight.  I’m constantly trying to maintain a positive attitude, but unfortunately, I feel like I am fooling myself sometimes.  

Social Awareness

Goleman (2015) suggests social awareness is how people handle relationships and awareness of others’ feelings, needs, and concerns.  I view this dimension as one of my greatest strengths.  I tend to put others’ feelings before my own and exercise a great deal of empathy.  I feel like I excel in my ability to put myself in someone else’s position or situation.  Doing that helps me with my thoughts and actions towards always trying to do the right thing.  I genuinely want to listen to what others have to say and the different perspectives they may have.  I think it is important to keep an open mind because I sure do not know everything.  I enjoyed Goleman’s  TED Talk, “Why aren’t we more compassionate?”, but I particularly liked the part he discussed focusing on others.  He talked about how important it is for us to truly pay attention to others and suggests that when we focus on ourselves during an activity, we are in a sense turning off our empathy (2007).  We are sending a message to others that we are too busy to listen to what they have to say, we don’t care, and what they are saying is not important.  As I type this, it just hit me that I am guilty of this myself.  A coworker and friend of mine will visit my office on occasion.  He will stand in my doorway and chat.  I try to give him my undivided attention, but sometimes I am multitasking with important work.  Or, what I perceive as important.  I tend to bounce back and forth between typing on my computer and carrying on the conversation with him.  I am obviously not giving him my full attention and being empathetic to what he wants to tell me.  I will fix this immediately.     

Social Skill

Where social awareness is recognizing others’ feelings, needs, or concerns; social skill is having the ability to induce desirable responses in others.  I have some considerable strengths in this dimension.  Yet, I also think this may be a dimension in which yields my greatest weakness.  I thrive in social situations and have an exceptional ability to adapt.  I have no problem having a conversation with anyone.  Well, almost anyone.  Goleman (2015) recognizes teamwork and collaboration as a competency within this dimension.  I am most comfortable in a collaborative environment and I think it brings out the best in me and I can bring out the best in others.  Goleman also recognizes conflict management as a competency in this dimension.  This is the area in which I demonstrate what I believe is my biggest weakness.  I have successfully handled conflict in the past.  However, those conflicts tended to involve rational individuals.  It is when I am faced with irrational or rude people; or even what some may label as “strong personalities”, is when I tend to flounder.  I am non-confrontational.  I literally despise confrontation.  I always have.  I have also recognized this for quite some time and have tried to develop how to deal with confrontation.  I have definitely improved, but I am a long way off from where I want to be.   

References:

Big Think. (2012, April 23). Daniel Goleman Introduces Emotional Intelligence. Retrieved April 08, 2017, from https://www.youtube.com/watch?v=Y7m9eNoB3NU

Goleman, D. (2015, April 21). How Emotionally Intelligent Are You? Retrieved April 08, 2017, from http://www.danielgoleman.info/daniel-goleman-how-emotionally-intelligent-are-you/

Why Aren't we More Compassionate? [Video file]. (2007, March). Retrieved April 21, 2016, from http://www.ted.com/talks/daniel_goleman_on_compassion

A641.2.3.RB - Am I a Resonant Leader

Based on the workbook exercise, post to your blog describing what surprises you discovered about yourself when completing the exercise. Cite examples where you feel you fell short.

Am I inspirational?  How do I inspire people?

I’ve never viewed myself as inspirational.  However, this chapter has taught me many people are too humble about their leadership and “we see ourselves as normal people, not as leaders whom others look to for direction and inspiration” (McKee, Boyatzis & Johnston, 2005, p. 15).  Reflecting on some of my interactions with friends, family, and coworkers, I know see there were times when I may have been inspirational and provided direction.  I have always had a knack for people coming to me and talking to me about very personal things.  Sometimes, these are people I don’t necessarily know very well.  I surmise it is just something about my personality that invites people to trust me with our conversations.  There are also cases in which people have took positive actions as a result of our interaction.  For example, a previous boss (who became one of my best friends) of mine was known to have a wild and carefree attitude both personally and professionally.  At the time, I was taking two college courses while parenting two small children on top of the job I commuted to and from an hour each way.  I believe he saw how much I was doing and it inspired him.  He started his first college course at the age of 37 and continued his education for years.  

Do I create an overall positive emotional tone that is characterized by hope?  How?

This is an area I often struggle with and continually work on improving.  I am aware that as a resonant leader, I need to pay particular attention to my own emotional state and how I affect people (McKee et al., 2005).  However, there are times I let the pressure and stress of my work environment get the best of me.  The result is me wondering out loud why something isn’t working, or why this person is acting this way, or whatever else the case may be.  I know this “thinking out loud” can oftentimes be interpreted as complaining, which only creates a dissonant environment.  This is not typically my norm, but I know it happens occasionally.  For the most part, I really try to maintain a sense of positivity and hope since I know emotions, attitudes, and behavior are contagious.  

Am I in touch with others?  Do I really know what is in others’ hearts and on their minds?  How do I show this?

I believe I am very in touch with others and know what is in their hearts and minds.  I see this area as one of my greatest strengths.  I have always had an exceptional ability to listen to what people are saying, interpret their message accurately, and provide solid feedback and/or guidance.  I recognize this a strength after paying close attention to conversations in which I need feedback or guidance.  Many people tend to just want to talk without really listening first.  I lost count at the number of times people dominate a conversation.  I interpret these conversations as having one-way communication and losing sight of why the conversation is occurring in the first place.  I use these conversations as a way to improve the way I listen to people when talking. I genuinely care what they have to say and pay close attention to all the elements.

Do I regularly experience and demonstrate compassion?  How?

I am an extremely compassionate person.   I demonstrate this dimension throughout my daily interactions with those around me.  I once viewed compassion as a detriment to leadership, but now am learning the value it provides.  I had some experiences where being compassionate for others caused me problems.  These experiences involved people taking advantage of me because they knew I would allow certain privileges based on their unfortunate circumstances.  However, their circumstance was simply lies made up to take advantage of me and the situation.  I know I shouldn’t allow some bad apples ruin it for those who are genuine.  So, I continue to be compassionate to others, knowing there may, unfortunately, be some people who will lie just to get away with things.  Regardless, I still give trust until it is broken and do not make people earn it.

Am I authentic and in tune with myself, others, and the environment?  How can people see this in me?

I think of myself as an authentic person who is very self-aware.  I realize that “good leaders must know their strengths, limitations, values, and principles” and  “self-awareness is the foundation of emotional intelligence” (McKee et al., 2005, p. 26).  I maintain a ‘say what I do and do what I say’ attitude and people know this.  Following through on what I say is essential to trusting and authentic relationship.  I often find myself in a state of introspection and evaluation to make necessary adjustments and improvements.  These changes occur for the greater good of myself and others.  It really is a simple formula, or at least I think it is.  If and when I tell someone I am going to do something, I do it.  And be aware of how my attitudes and behavior affect others.  If these affect others negatively, then change those attitudes and behavior.  

Demonstrating authenticity, positivity, mindfulness, hope, and compassion will help me be a resonant leader.  This approach can also be used to interrupt the Sacrifice Syndrome, and “enter into renewal and sustain resonance personally and with people around us” (Boyatzis & McKee, 2005, p. 71).  This aligns with the idea that our actions and attitudes are contagious.  Therefore, being mindful, hopeful, and compassionate will prompt others to do the same.

      

References:

Boyatzis, R. E., & McKee, A. (2005). Resonant leadership. Boston: Harvard Business School Press.

McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Pub.