Required Reading

The following summary is based on research by

Druskat, V.U., and S.B. Wolff. 2001. Building the Emotional
Intelligence of Groups. Harvard Business Review 79(3): 80-90.

This is ‘Required Reading’ to be done before the relevant

Seminar in the Business Capstone Unit Outline.
Becoming Intelligent About Emotions
• Effective individuals in workplace need high EI

• Like individuals, effective teams are emotionally intelligent

• Any team can attain EI

• By working to establish norms for emotional awareness and

regulation at all levels of interaction, teams can build the solid
foundation of trust, group identity, and group efficacy they
need for true cooperation and collaboration -- and high
performance overall
Becoming Intelligent About Emotions
• High EI at heart of effective teams
– IDEO
– Hewlett-Packard
– Hay Group
• Teams that build relationships strengthen ability to
face challenges
• Not simply a matter of putting emotionally intelligent
individuals together
Becoming Intelligent About Emotions
• Team to achieve high EI needs create norms to create
• These conditions are essential to team effectiveness:
– Establish mutual trust among members
– A sense of group identity
– A sense of group efficacy
• Foundation of true cooperation and collaboration
Becoming Intelligent About Emotions
• Not just about suppressing emotions
• Deliberately surfacing emotions helps to
understanding how they affect team's work
• Group EI:
– Explores
– Embraces
– Reliance on emotions at core of teams identity
 Building norms for group
Emotional Intelligence (EI)
“Group emotional intelligence is about the small acts that make
a big difference. It is not about a team member working all night
to meet a deadline; it is about saying thank you for doing so. It is
not about in-depth discussion of ideas; it is about asking a quiet
member for his thoughts. It is not about harmony, lack of
tension, and all members liking each other; it is about
acknowledging when harmony is false, tension is unexpressed,
and treating others with respects. The following sidebar outlines
some of the small things that groups can do to establish the
norms that build group emotional intelligence.”
(Druskat and Wolff, 2001: 86)
 A Model of Team Effectiveness
(Druskat and Wolff, 2001: 83)

• Better decisions, more creative solution, higher

productivity
• Participation, cooperation collaboration
• Trust, identity efficiency
• Group EI
 Making teams more productive
Teams are more creative and productive when high levels
of participation, cooperation, and collaboration are
attained among members
3 basic conditions are needed before such behaviours can
occur:
– Mutual trust among members
– Sense of group identity (members feels a belonging to a
unique and worthwhile team)
– Sense of group efficacy (belief that team can perform well and
members are more effective working together than apart)
 Using EI to achieve performance
• Manufacturing link to Capsim
• AMP Corporation
– Emphasis on proactive problem solving
– Team took control own emotions – refused feel
powerless and took charge destiny
– Number of defective products deceased
significantly
• AMP Corporation
– Encourage norms encourage recognition other
feeling and needs of other
– Interteam awareness
– High social skills-regulated emotions at cross
boundary level
• IDEO
– Celebrate industrial design firm (Apple’s first
mouse, Crest toothpaste)
– Creative problem solving techniques
– Very aware individual team member’s emotions
and adept regulating them
• Hay Group
– Managers from different cultures
– Importance emotions groups overall effectiveness
– Create affirmative environment