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ideaDynamics^® Suite of tools and ideaRiver^®

(Publisher link: Connexus
http://www.connexussolutions.com/solutions_powerful.html)

Organizational Emotional Intelligence Profile (OEIP) Framework and Items

The OEIP provides a measure of emotional intelligence (“EI”) or culture for a group based on Bion’s theoretical framework. The survey contains five scales, with five items on each scale, for a total of 25 items. The OEIP concludes with one open-ended question asking for additional comments on the group’s performance. The scales are identified below:

• The Detached Scale (e.g. Members routinely arrive late to meetings.)
• The Defensive Scale (e.g. Criticism abounds)
• The Dependent Scale (e.g. We are unable to manage time effectively.)
• The Dramatic Scale (e.g. We ignore obvious problems.)
• The Dynamic Scale (e.g. members appreciate different opinions.)

The OEIP has been administered to thousands of individuals in group and team settings in a variety of organizations, including business corporations, academia, non-profit and religious organizations, and governmental agencies.

RTCP: Readiness to Change Profile

The RTPC measures your organization's attitudes towards change. Based on research from the social and behavioral sciences, the RTPC provides insight into your organization's "readiness" for change based on the following five dimensions, from least effective to most effective: Deny, Resist, Explore, Support, and Create.

The theoretical model for the RTCP assumes that change is a process, not a moment-in-time or a single event. Change involves a transition from a known state to something that is unknown. We often approach organizational change as a personal loss and as such, a grieving process often occurs.

Perhaps the most useful framework for thinking about organizational change is based on a transitional model of adaptation. According to this perspective, change is a process with three distinct phases:

1. Ending Phase
2. Neutral Zone Phase
3. New Beginnings Phase
4. described below, each phase has distinct corresponding scales in the RTCP.

Each scale is described in the next section.

It is very powerful to understand where your organization stands in the change phase process. Since each phase has its own distinct behaviors and needs associated with it, understanding and meeting those needs along with understanding the behaviors allows you to plan accordingly to move toward successful change that is embraced by the organization.

The RTCP is based specifically on the work of William Bridges (1988) and John Jones & William Bearley (1986), and determines an organization’s orientation to change based on the following five stages (Each stage is measured as a scale in the RTCP):

1. Deny
2. Resist
3. Explore
4. Support
5. Create

Each stage has definitive behaviors and effects on creating successful change in the organization. Each stage is described on the following pages. The goal is to move the organization toward the Create scale. The scales are as follows:

LEIP: Leadership Emotional Intelligence Profile

Tool Purpose Designed to complement the OEIP, the LEIP provides an individual assessment of your leadership EQ level. Based on the research from both the social and management sciences, the LEIP is designed to assess your leadership abilities along two distinct dimensions: Style and EQ.

The "Style" dimensions profile your preferred method of managing along the following continuum: Convener, Counselor, Coordinator, Challenger, and Coach. These styles correspond directly to the levels of culture identified by the OEIP. Additionally, it measures your strengths and developmental opportunities related to EQ in the following areas: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. When utilized with the OEIP, the LEIP provides a powerful coaching tool for the continued growth and development of your leadership abilities.

THEORETICAL MODEL The Leading with Emotional Intelligence Profile (LEIP) is based on two general theories of individual performance: emotional intelligence and the contingency model of leadership. The body of research in emotional intelligence (“EQ”) stems from the seminal research in intelligence and “IQ” testing conducted by Edward Thorndike in the late 1920s. Thorndike identified a component of intelligence he called “social intelligence,” which referred to one’s ability to establish and maintain positive interpersonal relationships with others.

Today, extensive research has been conducted is this area, which has been broadened and renamed “emotional intelligence.” Daniel Goleman has written extensively is this area and his model of “EQ” and leadership was used as the theoretical basis for Part I of the LEIP.

EQ emerges in four competencies; two that are internal and two that are external. The personal competency contains Self Awareness and Self Regulation.

Self Awareness - Knowing one's internal states, preferences, resources, and intuitions Emotional awareness: Recognizing one's emotions and their effects Accurate self-assessment: Knowing one's strengths and limits Self-confidence: A strong sense of one's self-worth and capabilities

Self Regulation - Managing ones' internal states, impulses, and resources Emotional Self-control: Keeping disruptive emotions and impulses in check Transparency: Maintaining integrity, acting congruently with one’s values Adaptability: Flexibility in handling change Optimism: Persistence in pursuing goals despite obstacles and setbacks

The external arena of EQ, social competence, refers to Social Awareness and Social Management.

Social Awareness - An awareness of others feelings, needs, and concerns Empathy: Sensing others' feelings and perspectives, and taking an active interest in their concerns Organizational awareness: Reading a group's emotional currents and power relationships

Social Management - Adeptness at inducing desirable responses in others Developing others: Sensing others' development needs and bolstering their abilities Influence: Wielding effective tactics for persuasion Change catalyst: Initiating or managing change Conflict management: Negotiating and resolving disagreements Teamwork & Collaboration: Working with others toward shared goals.

Contingency leadership theories of leadership are based on the premise that the most effective leaders select different styles of leadership, depending on the group and the situation, and this theoretical model provides the basis for Part II of the LEIP. Based on this model, the degree to which a style is “right” depends on the group’s level of development.

EQ refers to the capacity for recognizing our emotions and the emotions of others, and managing our emotions those of others. EQ describes abilities and competencies that are distinct from the analytical and cognitive capacities measured by traditional assessments and definitions of IQ.

ideaRiver^®

ideaRIver^® is a high impact software application that allows organizations to capture key ideas and innovations. Participants in this program will learn how the software works and will learn strategies to help organizations use the information for promote creativity.