¿Cómo se puede medir la Inteligencia Emocional en la gestión del cambio?

William Bridges said in ‘Managing Transitions’ that new beginnings start with endings. EI is the only way to help people let go of things healthily and to adapt to the new. If you suppress the feelings and push people to get over them, you’ll be handicapped with people who never ‘mended.’ William Bridges, PhD Author of Managing Transitions

L'assurance-emploi est un programme gouvernemental qui fournit des prestations financières aux travailleurs qui ont perdu leur emploi. Elle est financée par les cotisations des employeurs et des employés. L'assurance-emploi est importante dans la gestion du changement car elle peut aider à atténuer les effets négatifs d'un changement sur les employés. En fournissant des prestations financières aux employés qui ont perdu leur emploi, l'assurance-emploi peut leur permettre de subvenir à leurs besoins pendant qu'ils recherchent un nouvel emploi. Cela peut aider à réduire le stress et l'anxiété liés au changement, et à faciliter la transition vers un nouvel emploi.

EI helps you in achieving your goals and building relationships. You must be able to read the room and understand the right approach to use. It is a key element in our day to day activities. You build EI by understanding yourself and others especially in the work place.

Its not a coincidence that majority of traffic-jams we see in metropolitans happen at U-turn. In neuroscience terms- neurons which are used to firing in a particular direction are being forced to re-align and fire differently, thus acting in direct contradiction to the law of inertia. An Emotionally Intelligent person has more self-awareness and self-motivation which he can leverage to overcome this pain and resist the challenges in change. Also, by being better aware of other's emotions, high EI individual is able to motivate other, overcome differences and work towards a common vision.

Before making arbitrary change, we need to comprehend the impact on all stakeholders & functionalities. Things like time-motion studies, surveys & observational research is ineffective. Time-motion-studies discount quality outcomes, intermittent activity & the skill of the task participant at that given point of time. Surveys are only effective when we have the fortitude to ask informed questions. Observational research is subjective. Much can be missed. Outsourced consultants don’t know the company policies, culture & work practices as well as our own workgroups whom, perform what the company requires on a daily basis, know the nuances and subtleties that are overlooked by those outside the company. Consult internal stakeholders.

The application of self-assessments adds great value to me in terms of self-knowledge (which is precisely the first key component of EI). This will aim to recognize "what I know I already know," and "what I was sure I knew," and some things I didn't know. I usually complement this with feedback from different actors, asking directly, first about my behaviors, then about the impact of these on the results and relationships, and finally, I do my reflection exercise to understand the function of the behavior, its origin, and identify some "experiments" that can improve those areas identified as needing improvement.

O gestor pode medir sua própria inteligência emocional no processo de transição de gestão através da avaliação do desenvolvimento de cada membro de sua equipe e dos resultados atingidos.

Build these EI measurements into team OKRs and have them for your team as a whole. Everyone can grow their emotional intelligence and it is critical for team, growth and change success. It's not a luxury, it's a necessity

Employing self-awareness tools alongside standardized assessments is highly effective. Consider integrating regular self-check-ins - periodically reflecting on your reactions and decisions during change initiatives, assessing how you understand and manage your emotions and those of others. Maintaining a reflective journal helps you gain insights into your emotional responses and behavioral patterns. Engaging in 360-degree feedback provides a comprehensive view of your EI as perceived by others, offering a balanced perspective. Mindfulness practices enhance self-awareness, allowing you to better perceive and regulate your emotions. Standardized tools with self-reflection techniques, enhance your effectiveness in managing change.

Para medir tu propia Inteligencia Emocional (IE) en la gestión del cambio, reflexiona sobre cómo reconoces y gestionas emociones, tanto las propias como las de los demás. Evalúa tu capacidad para comunicar cambios de manera empática y comprensiva. Observa cómo manejas el estrés y la incertidumbre, identificando áreas de mejora en la autorregulación. Analiza tu empatía al entender las preocupaciones y perspectivas del equipo durante el cambio. La autoevaluación honesta y la retroalimentación externa pueden ser útiles. Utiliza estas reflexiones para desarrollar estrategias que fortalezcan tu IE y faciliten una gestión efectiva del cambio.

Mide la IE del equipo durante la gestión del cambio observando cómo se comunican y manejan emociones. Realiza encuestas de clima laboral para evaluar la percepción colectiva sobre el manejo del cambio. Observa la colaboración y apoyo mutuo, indicadores de empatía y trabajo en equipo. Fomenta la retroalimentación abierta y honesta para comprender las experiencias emocionales. Considera sesiones de capacitación en IE y evalúa el impacto en la adaptabilidad y resiliencia del equipo. La medición continua de la IE proporciona insights valiosos para ajustar estrategias de gestión del cambio y fortalecer la cohesión emocional del equipo.

Change management uses and is widely backed up by the SCARF framework developed by David Rock. It stands for: S-status C- certainty A- autonomy R- relatedness F- fairness All of these domains are directly connected with EI.

The application of self-assessments adds a lot of value to the process of self-knowledge (which is just the first key component of EI). This will aim to recognize "what I know I already know", and "what I was sure I knew", and some things I didn't know. In my personal practice with teams, I have used real-time feedback exercises, or real-time problem-solving dynamics to generate a context on which to provide non-interpretative feedback, focused first on behaviors. Additionally, rescuing the impact of such behaviors on the rest of the team. With this information, each member then moves on to an exercise of self-analysis and deepening with me.

Agreeing with all of the above, there can be another simple way of measuring team EI during change management. Perhaps by introducing a mandatory EI segment in the job selection interviews. So by giving a hypothetical change situation the candidate may be asked to manage or resolve the situation by using simple EI tools. This initial assessment may be further improved by mandatory trainings provided by the company. And then perhaps a weekly if not daily checklist of the teams progress in EI might help. So companies may have an EI expert who will spearhead this endeavour and then go on and build an EI team.

A inteligência emocional do time pode ser medida a partir da receptividade no processo de transição e capacidade de se adequar ao novo modelo de gestão.

I completely agree with Francisco, and before anything else, self-awareness is key to understanding one's emotions. In my experience, keeping a journal where I can regularly reflect on my feelings and being able to recognize my emotional triggers goes a long way in understanding how they impact my thoughts and actions. I also think empathy is key in considering other's feelings, especially when making decisions or communicating. This involves active listening and being genuinely attentive to their concerns and needs.

What do I do to work on my EI? On one hand, a lot of self-observation, of my thoughts, behaviors, and reactions; on the other hand, receiving feedback about my behaviors and their impact. Therefore, I turn to self-assessment tests, feedback, and practices like meditation, contemplation, and writing. I have also been accompanied by therapists and coaches to address specific issues and delve deeper into my motivations.

Mejorar tu Inteligencia Emocional (IE) en la gestión del cambio implica prácticas específicas. Fomenta la autoconciencia al reflexionar sobre tus reacciones emocionales. Desarrolla la autorregulación mediante técnicas de manejo del estrés. Cultiva la empatía al escuchar activamente las preocupaciones del equipo. Mejora tus habilidades sociales al comunicar cambios de manera clara y comprensiva. Participa en programas de desarrollo personal y profesional. Busca retroalimentación sobre tu desempeño emocional durante el cambio. La práctica constante y el aprendizaje continuo fortalecerán tu IE y mejorarán tu capacidad para liderar eficazmente en situaciones de cambio.

Tap into your sensors often! With the personal dimensions of EI, nurturing your sense of self-awareness is critical. Meditation, journaling, therapy, coaching, or mentorship are all ways to listen to oneself throughout the change process. This is the first step in managing your own emotions. From there, you can figure out where you would like to be emotionally, determine the gap, and plan how to close it. When it comes to our relationships with others, our primary source of information is listening and observation. Create open spaces to intentionally hear how your teammates, peers, and leaders deal with the process. Try to be aware of their behaviors and if and how they change. If things are different, don't assume; reach out and listen.

Love what’s been shared. Having applied multiple EI tools, and examined dozens over 20 years; it’s clear EI behaviors affect any “change program”. From work spaces to job roles across multiple levels of talent, tech and services. Each of us has a temperament for eustress (motivating) or destress (demotivating). EQ/EI helps us become aware of and able to act on behaviors to support change at the individual/team level or as advocates or leaders of change. Key measures of EI include: flexibility, self awareness, emotional expression, impulse control, flexibility, problem solving, assertiveness, stress tolerance and wellbeing factors like optimism, self regard, interpersonal skills to name a few. Say Hi!Cathy@drcathygreenberg.com

By considering SCARF domains people can choose their approach to communicating to others. And most importantly being aware that SCARF can help to understand emotional reactions towards change like S-status, C- certainty level,A autonomy issue, R- safeness with each other, Fair- respect and appreciation.

For change management, we need to lean heavily into the 3rd pillar of EI: Others Awareness. This pillar asks us to practice empathy and put ourselves in others' shoes. For the key stakeholders impacted by the change, we can consider: - What might they be thinking or feeling about this? - What are they explicitly saying about this? - What observable actions or behaviors do I notice? - What do they see or hear from colleagues, clients, and partners? Using this data, we can identify what concerns they might have and what each of their goals and desires are. (We of course should test our assumptions.) Finally, we can identify a shared purpose to rally around to inspire change.

Aplica tu Inteligencia Emocional (IE) en la gestión del cambio siendo consciente de tus propias emociones y de las del equipo. Comunica los cambios con empatía y claridad, considerando las preocupaciones de cada miembro. Practica la autorregulación al manejar el estrés y adaptarte a situaciones cambiantes. Fomenta la empatía para comprender las reacciones y necesidades individuales. Desarrolla relaciones sólidas, construyendo confianza y apoyo mutuo. La aplicación efectiva de la IE en la gestión del cambio promueve una transición más suave y fortalece la resiliencia del equipo ante desafíos.

Emotional intelligence is a crucial skill especially during change management, by easily adapting yourself in new situations or unexpected events to act in a smart, agile and efficient way as well. These days organizations are seeking high EI rather than IQ.

Emotional intelligence is really very simple and it’s a new Buzz word for conscious awareness. We measure our level of conscious awareness by reducing significantly the time we focus on the negative side of an experience. Those who are consciously aware know that time does not tolerate hesitation And the low vibration of negative automatic reactive, thinking is a waste. EI mastery is moving thoughts from negative to positive swiftly. Response is a high frequency, what we want. The longer we stay thinking about the negative and reactive, we move our body into dis-ease. It takes practice to quickly move from reactive to responsive thought. EI practice allows conscious choice of thought.

Along with EI checklists there might be Emotional Resilience building tools as well. Inspired by positive psychology team members can learn to bounce back emotionally during change management by choosing to re frame situations positively. Obviously it would be an ongoing process and there will always be room for improvement and newer perspectives. Just by looking at the bigger picture, individual or team issues might be managed and resolved effectively.

'Resistance to change' is one of the most common change management topics. On its own, this proves the importance of integrating emotional intelligence into the change process: • from understanding the make up of the human system which will undertake change, • the proposed changes, • assessing the impact these changes may have on the human system • requesting feedback prior to change introduction - and • acting on it by working together to plan and implement the change. Questionnaires aside, nature gifted humanity with a diversity of skills, talents, or characteristics. #HSP are blessed or cursed (depending on perspective) to recognise and understand emotions in themselves and others. Watch out for your workplace canary!

Measuring Emotional Intelligence (EI) in change management involves assessing how well individuals understand and manage their emotions and those of others during transitions. Key indicators include remaining calm and clear-headed under stress, empathizing with and supporting team members, communicating effectively, and adapting to new situations. Surveys or 360-degree feedback can provide insights into these areas. Observing how individuals handle conflict and uncertainty and their capacity for resilience and problem-solving also offers valuable data. The measurement should consider individual and team dynamics, examining how emotional awareness influences decision-making, teamwork, and overall change adaptability.