Internet Exercise : Emotional Intelligence

Emotional Intelligence
Student Name
Institution
Abstract
“The Consortium for Research on Emotional Intelligence” facilitates the exchange and generation of knowledge to advance the practice of social and emotional intelligence in various organizations. Emotional intelligence is crucial in an organization in that those who are emotionally intelligent seem to outdo the rest at work. Over two-thirds of the difference in performance in complex jobs can be for example attributed to emotional competence while the rest can be attributed to cognitive ability and technical skill. Another study found that salespeople who were emotionally intelligent in one organization sold $91, 370 more than the rest. Finally, how executives handled their emotions played a great part in how other people or employees dealt with them. There are four phases in change process which include preparation for change, training, transfer and maintenance, and evaluation. The CREIO has given various guidelines to ensure a smooth transition through the phases. Emotional intelligence would also be crucial to employees in that it helps transition from college smoothly.
Keywords: CREIO, Emotional Intelligence
1.
“The Consortium for Research on Emotional Intelligence” main purpose is to facilitate the exchange and generation of knowledge to advance the practice of social and emotional intelligence in various organizations (CREIO, 2017). The consortium, which was founded in 1996 is made up of over one hundred members, both core and additional that have a good reputation in the World of research.

The consortium was initially tasked with finding out all the information about emotional intelligence in organizational settings. The consortium has now taken the duty of formulating practice guidelines that give a sense of direction to organizations wishing to incorporate emotional intelligence in their practices or those wishing to perform exceptionally in the area (CREIO, 2017). The consortium however still engages in research in partnership with various organizations.
2.
Research has shown that emotional intelligence is a crucial concept in the workplace and all organizations should, therefore, strive to incorporate it into their activities. Research has for example shown that people who are emotionally intelligent tend to realize more profits for the company (Cherniss, 1999). It has also been discovered that a top performer in complex jobs such as account management, sales, and insurance is more than 127% productive compared to the average performer. Over two-thirds of the difference in performance can be attributed to emotional competence while the rest can be attributed to cognitive ability and technical skill (Cherniss, 1999). Another study found that salespeople who were emotionally intelligent in one organization sold $91, 370 more than the rest. Finally, how executives handled their emotions played a great part in how other people or employees dealt with them (Cherniss, 1999).
3.
The first phase is the preparation for change. This phase starts even before one begins training and occurs at both individual and organizational levels. Training is the next phase and usually encompasses the change process. Transfer and maintenance is the phase that deals with what happens after the process. Finally, evaluation is where the training’s effectiveness is determined. (Cherniss, 1998).
The CREIO has laid out various guidelines to aid a smooth transition to the various phases. The first phase includes assessing the organizational needs, assessing personal limits and strengths, providing feedback, encouraging participation, adjusting for expectations, and gauging readiness. Phase two should involve fostering a positive relationship between the parties in the training, maximizing self-directed change, setting of clear goals, providing frequent feedback, and enhancing insight. Phase three involves encouraging skills and providing a culture that encourages learning. Finally, phase four involves continuous evaluation studies (Cherniss, 1998).
4.
Many students leave college each year due to reduced motivation, discouragement, and disillusionment. This is contrary to the view that most students leave due to lack of academic ability. Emotional intelligence can, therefore, go a long way in addressing these challenges and aiding in the student development process by helping them cope with the pressures and demands of the learning environment. It would also be beneficial in the workplace by helping new employees cope with work-related pressures (MHS, n.d).
References
Cherniss, C. (1998). Bringing Emotional Intelligence to the Workplace: A Technical Report Issued by the Consortium for Research on Emotional Intelligence in Organizations. Eiconsortium.org. Retrieved 30 January 2018, from http://www.eiconsortium.org/reports/technical_report.html
Cherniss, C. (1999). Business Case for Emotional Intelligence. Eiconsortium.org. Retrieved 30 January 2018, from http://www.eiconsortium.org/reports/business_case_for_ei.htmlCREIO. (2017). Emotional Intelligence Consortium – About Us. Eiconsortium.org. Retrieved 31 January 2018, from http://www.eiconsortium.org/about_us.htmlMHS. Emotional Intelligence: Higher Education. Retrieved 30 January 2018, from https://downloads.mhs.com/eihe.aspx?id=ApplyingEI