Here's how you can foster a positive work culture in research organizations with emotional intelligence.

Research is a demanding field, often characterized by long hours, intense pressure to publish, lack of funding or related issues,isolation & lack of collaboration & the emotional rollercoaster of setbacks & breakthroughs. Hence to eliminate this, fostering a positive work culture, through EI is must. The solutions are listed below against each problem: Long hours: Enabling environment at institutions to undertake Focused, deep work sessions, long & short breaks. Pressure to publish : Self awareness & emotional regulation. Isolation: Fostering collaboration, empathy, relationship building & management, social awareness & communication. Setbacks & breakthroughs: Emotional regulation, motivation & inspiration.

Well, to foster a positive work culture in a research organization using emotional intelligence, start by decoding those mysterious "researcher grunts" into actual words, schedule regular lab meetings where the primary agenda is appreciating each other's quirky lab coats, and always keep a stash of emergency chocolate for when the data just won't cooperate. Remember, a well-timed joke about Schrödinger's cat can do magic for the team morale!

Being genuine, truly listening, considering the needs of those around you, getting to know people beyond surface level, asking questions, being patient, seeking understanding instead of seeking to win, valuing others, communicating clearly and kindly, and being slow to anger... all of these inform team interactions and ability to function well together.

This is very important because everyone in an organization comes from different background and sees the world through different perspectives. In essence, it is impossible to expect everyone to think the same way and always agree on issues. With that in mind, you will be able to understand when people act in certain way, wants to follow certain procedure and react certain way. Understanding this behavior helps to relate with different people cordially and have a harmonious relationship with everyone in your organization.

Vejo que não possui base sólida e efetiva a gestão inábil em inteligência emocional. Sem a inteligência emocional dos líderes, a empatia e até o respeito à hierarquia se torna frágil e insustentável. Saber se portar com firmeza porém sem ignorar a atitude cordial e empática, conta pontos a favor do gestor, produzindo resultados sustentáveis numa relação profissional. Trate gente como gente!

Remember to make eye contact, repeat back to the speaker what they said, ask clarifying questions, and do not think about your response while they are talking.

Active listening can change everything. For your Business and happier workers. Feeling like they matter is important. That starts by being heard.

Ciertas situaciones dentro del liderazgo nos obligan en determinadas situaciones a brindar lineamientos verticales; pero... en la mayoría de los casos estos deben pasar por el tamiz de la escucha activa en el colectivo de colaboradores, miembros de los equipos, los clientes y por supuesto quienes compiten con nosotros. Este tipo de escucha no solo mejora la respuesta de devolución múltiple sino también refiere sobre la aceptación, apreciación y motivación del colaborador quien, validado, formará parte del equipo motivado. Siempre también no como única respuesta, sino devolviendo a la escucha acciones y hechos concretos ante aportes y pedidos.

Active listening tells the other person "I respect you as a person and respect your cognitive processes" I am actually thinking about what you are saying.

Listen and respect the opinion of others. Value them, trust them and involve them in a decision making process. In this way, there are a lot of positive results you get during the process.

Empathy is the key to leadership. People came from different backgrounds and with lived experiences to our organizations, and we work together in a team to achieve similar goals. For example, if the organization does not have the maternity leave policy and one of your supervisees is going to give birth, what would you do? The human resources department will always follow the organizational policies, but you, as a human being, would need to advocate for the equitable rights of your colleague, friend and a soon-to-be-mom.

Si deseas abarcar espacios de crecimiento, liderazgo y amplitud de gestión, no debemos dejar nunca de aplicar el ejercicio de la empatía. Comunicar al oyente o miembro del equipo como quisiera que comuniquen a ti, valorar la opinión como la propia y tener capacidad de regular las opiniones disidentes entendiendo de quien vienen y bajo conceptos técnicos y humanos tal vez distintos a los nuestros. Este tipo de valoración siempre será positivo, aunque la decisión no sea la sugerida, porque revalorizará la escucha como fomento de aporte, como parte del grupo desarrollante, no como una crítica externa. Comunicando y creando mayor sinergia en los equipos de trabajo.

The practice of empathy connects us with our human core. We see others like we see ourselves and are not in a hurry to judge or condemn them.

Dar feedback é tão ou mais importante do que as orientações necessárias para o engajamento da equipe. Apontamentos positivos ou negativos reforçam ou suprimem comportamentos que mudam a cultura da empresa. Proporcionam a equipe autoconfiança, diálogo, motivação e a construção de um mapa conceitual a seguir, uma bússola norteadora para as melhorias necessárias para o sucesso da empresa.

You want Feedback! This supports personal and professional growth. Feedback should be seen as a way to encourage growth. Let them know it is appreciated. This will improve success!

A feedback-rich culture encourages researchers to think critically and explore new ideas. When feedback is provided in a supportive manner, it can stimulate innovative thinking and creative problem-solving. Researchers are more likely to take intellectual risks and explore unconventional approaches when they know they will receive constructive feedback to guide and improve their work.

This is indeed critical for any kind of effort across organisations. The real questions that work groups should be asking themselves is when and how many times should bi-directional feedback happen so that it streamlines efficiencies.

Openness to feedback is actually liberating of fear. We set ourselves free from fear of criticism or counter opinions. It opens our world to other possibilities beyond our own opinions

One thing I learned when there's a gap between our expectations and reality especially with people and our relationships - that results to conflict, is that we can choose what we fill that gap with - either with trust or suspicion. Always choose trust because it always gives us an opportunity to understand, be open, and be mindful of others' situation. When it comes to task conflicts, either we see it as an obstacle or an opportunity. Choose the latter, because sometimes conflicts are there to tap our minds to find a common ground - to build something better together that wouldnt be possible if that difference/conflict didnt happen.

In any workplace, conflicts are inevitable, often arising from miscommunications like emails perceived as passive-aggressive. It's crucial to understand perspectives and consider alternative communication methods. Direct conversations over the phone or Teams can convey empathy and understanding, which written communication often lacks. The tone and approach of your voice help resolve conflicts effectively. Applying emotional intelligence (EQ) is key. Self-regulation controls emotional responses, empathy understands others' perspectives, and social skills ensure effective communication. Ask Yourself: What is the other person's perspective? How can I express my concerns respectfully? What outcome do I want from this conversation?

In research organizations, nurturing a positive culture demands harnessing emotional intelligence. With a decade spent in academia collaborating with senior researchers, I've found that conflict resolution thrives on empathy and understanding, fostering fruitful collaborations and driving impactful discoveries.

Early intervention to resolve conflicts prevents the fostering of resentment and escalation of trivial frictions that happen with everyday human engagement.

Celebration spells gratitude. It says I am happy to be where I am even if there is more to do. I am thankful for this milestone or step

"Emotional Intelligence Development Programs." These programs focus on enhancing self-awareness, empathy, and interpersonal skills among team members. Encourage open communication and active listening, allowing everyone to express their ideas and concerns freely. Promote collaborative problem-solving and conflict-resolution strategies that prioritize understanding and respect. By cultivating emotional intelligence, you create a supportive and inclusive environment where researchers feel valued and motivated, ultimately leading to greater productivity and innovation.

One thing I feel is really important as a leader is to also have an idea of the roadmap of our teammates... especially how we as leaders could help them in their professional development within the realms of the company policy. This is a tough task but it has an impact on the spirit of the teammates in a positive way.This reduces attrition in a company as well as fosters cooperation .When, as a leader we support the growth of others, the foundation of a unit is stronger and aligns the values of the teammates with that of our vision as well as that of the company for which we work for .

Emotional intelligence is key for creating a positive work culture in organizations. When employees understand and manage their emotions well, it leads to better communication, stronger relationships, and effective conflict resolution. It's like the glue that holds everything together in a harmonious workplace.