Emotional intelligence, hope, mindfulness, and compassion help a person reverse the damage of chronic stress and build great leadership relationships. The Positive and Negative Emotional Attractors inspire sustained, desired change and learning at many levels.
Watch: Review and Summary
Loading...
En provenance du cours de Case Western Reserve University
Inspiring Leadership through Emotional Intelligence
356 notes
À partir de la leçon
Week 8: The Real Self and Learning Agenda – Discoveries #2, 3, 4 in ICT
In our final week, we examine the remaining elements of Intentional Change Theory: drawing a distinction between The Real Self and Faux Self, establishing a learning agenda, and emphasizing the value of experimentation and practice in shaping and re-shaping our visions. We conclude with a review of the course and the summary of the materials covered to date.
Rencontrer les enseignants
Richard BoyatzisDistinguished University Professor, and a Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science
[SOUND].
Welcome back and welcome to this final review piece of the course.
Now I didn't engage this course and try to inspire you because I thought this
would change your life. I did hope that in the process of the
past six weeks, that somehow we have tweaked your imagination, we have
intrigued you about some ways that you could study effective leadership, you
could study emotional intelligence, you can study sustained desired change.
And you can apply it. Whether in helping others, in
organizations, in your families, or in just being, a better person.
Now, my assumption all along has been that, if the course has worked for you,
it's been more effective than just reading one of my books or a set of the
articles. It should have been more effective.
If you were participating in the exercises, and the assignments, and the
discussion boards, and the personal journals, than just watching a DVD.
But I'm not under the illusion that it would have the same kind of impact as
taking my full graduate course might in the executive MBA program, or one of the
several doctoral programs I teach in. Or have the same skill-building effect
from repetitive activities that we've been talking about in the masters and
positive OD or in our certificate programs at Case Western Reserve's
executive education work. But it should have enabled you to grasp
the ideas and, as I said at the very beginning, to contemplate the fact.
That this course was really about emotions and relationships.
And how do we engage them? How do we leverage them in such a way
that we can help promote sustained desire change so that individuals?
Diads, teams, organizations, communities and even countries can be more of what
the hope they might be. We've been through a lot of concepts in
the course. We started out talking about what's
effective leadership, and made the link to the fact that it's a relationships,
it's, it's a certain type of relationship, a resonant relationship.
In which you're in tune with each other. We talked about the fact that part of the
key experience that occurs in these resonant relationships is the experience
of purpose in hope, of compassion, of mindfulness, of playfulness.
We talked about and explored the neurological basis for these experiences,
as well as in leadership relationships as well as the behavioral.
Research evidence. Then we went on to talk about what the
strongest threat is. What the major source of damage is, what
the thing, the thing that causes us to slip into dissonance within ourselves,
in, in our relationships and in the environment is the effect of chronic
stress, of chronic annoying stress. In the process we also examined.
How the antidote to the activation of the sympathetic nervous system is activation
of the parasympathetic nervous system, and we can activate these renewal
processes in the body with experiences of hope and a sense of purpose of
mindfulness, of compassion, of playfulness.
The very same four experiences that help us to build or rebuild better
relationships. Help us renew, individually and
collectively. We then looked at what are the
components, what are the capabilities the, and talent that a person has that
enables him or her to engage these experiences?
To create them? With others, to keep them going.
And we talked about the emotional intelligence the social intelligence and
the cognitive intelligence competencies. These behavioral capabilities that enable
a person to do these things. And to be more effective and contribute
to others. In the process of, through a variety of
the reflective exercises. And the assignments.
We hope that what we've done is tweaked your, your models and the way you think
about the world. we hope that in writing in your personal
journal you have been able to advance your reflections and your models about
these various characteristics. We also hope in the discussion forums.
That you've been able to interact with others in not as close a personal way as
you might with sitting around a table with your friends, but certainly with
others in a, in an engaging way. In the process, we then tried to set the
stage for, how do you nurture and develop these things in yourself and other
people? And then we went into intentional change
theory. And we started to talk about the
sustainability of desired change, whether at the individual or at the country
level, and anything in between. Seems to be a result of whether or not we
engage a part of a person's ideal self. Personal vision, or at the collective
levels, their shared vision. Whether or not we are able to help a
person come to grips with how they come across with others, the real self.
Or in the sense of teams or organizations what's our culture, what are our norms?
Could we in the third discovery build a learning agenda, something we're excited
about, looking forward to trying? Not something we feel obligated to.
The fourth discovery is engaging in the experimentation and practice with the new
thoughts, feelings, behaviors, ways of looking at the world.
The fifth discovery is the building of these resonant supportive relationships
that allow us to go through this whole process.
We talked about how the movement through this process occurs through moments of
emergence provoked by, or insighted by tipping points.
And the tipping points are between two states, the negative emotional attractor
and the positive emotional attractor. The negative emotional attractor state is
really being in a more defensive zone, a sympathetic nervous system arousal in
which you're preparing and defending yourself.
Or your teams or your organizations against threat.
We need the negative emotional attractor to survive.
The positive emotional attractor, on the other hand, is what allows us to explore
possibilities, to see things that we might aspire to, to be excited about a
better future. And to try things.
To build better relationships. We need the positive emotional attractor
to thrive. Because of the power of negative emotions
in a very reasonable defense of sense ecologically.
We have to, if we want to move ahead, balance the strong power of negative
affect. And negative experiences, which we need,
with more positive ones. So we talked about, how we should have,
we should seek to have, 3 to 6 times the number of, positive emotional attractor
experiences in any day, or week or month. Than negative emotional attractor
experiences. We talked about how, if you really want
to help motivate someone, and inspire someone to consider changing to consider
learning. To hang on to some learning.
Or to innovate. Our role is to help invoke or provoke the
positive emotional attractor. That we need to create more of those
tipping points. We talked about how very often that is a
process that we call coaching with compassion, where you're coaching or
engaging the person toward their dreams, their virtues, their ideal, their
desires. Versus what often happens is coaching for
compliance where you're trying to push somebody.
To fit into what you want. Which inevitably arouses the negative
emotional attractor, which causes defense in us, people close down, and then they
don't change. We then went on to explore in more detail
how you could practice that, and we, hopefully you went through and did the
assignment, [COUGH] in which you practiced it, you wrote the essay.
Got some feedback, just as a beginning step to start to practice, how do you
bring somebody into the positive emotional attractor?
Then we went more in depth into what really constitutes the ideal self, and
then when you do it collectively, what are the components of a shared vision.
How do you engage the shared vision and then we talked about a whole a lot of
research studies and cases that show that shared vision becomes one of the most
powerful, if not the most powerful driver of sustained desired change for diads,
for teams, for organizations and for communities.
We then moved on to explore other aspects of how you might engage the person's
change process. How you can help them look at parts of
the real self and use that positively, working with their strengths and
occasionally working on some weaknesses. How do you help somebody engage a
learning agenda? That's exciting, not just obligatory.
How do you end up using the multi levels in an, in, in our relationships, where
you have different levels around us, the context of any part of our lives, or
work, and the multiple levels of relationships, of hopefully resonant
relationships, but unfortunately, too often dissonant relationships.
How can you turn more of them into resonant relationships?
How can you use the multi levels to try to facilitate change?
And then the other key component, which is the power of social identity groups to
help or hinder this emerging change process.
In all of that, we talked about how do we help ourselves and other people continue
to create possibilities. So, again, I hope you've actively used
the reflective exercises, so you could deal with the emotions, that you've used
the discussion forums to engage others in your reflections and your questions and
your curiosities about it. I hope you've been able to use the action
learning assignments to discover some things about yourself.
And how, possibly, to open possibilities for others.
Because if we start to do more of this, what we start to become is a positive,
infectious, and a sense of contagious source of change.
And as we get more excited and more inspired about our lives, we'll find that
others around us catch it. And as I said before, we'll start to
discover that in our families and our communities and our work organizations,
we can do things we never thought before were possible.
Thank you very much and enjoy the future. [MUSIC]
Explorer notre catalogue
Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.
Coursera propose un accès universel à la meilleure formation au monde,
en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.
© 2018 Coursera Inc. Tous droits réservés.
