- Business Case for Emotional Intelligence
- Do Emotional Intelligence Programs Work?
- Emotional Competence Framework
- Emotional Intelligence: What it is and Why it Matters
- Executives' Emotional Intelligence (mis) Perceptions
- Guidelines for Best Practice
- Guidelines for Securing Organizational Support For EI
- Johnson & Johnson Leadership Study
- Ontario Principals’ Council Leadership Study
- Technical Report on Developing Emotional Intelligence
- Emotional Intelligence Quotient (EQ-i)
- Emotional & Social Competence Inventory 360 (ESCI)
- Emotional & Social Competence Inventory-University (ESCI-U)
- Genos Emotional Intelligence Inventory (Genos EI)
- Group Emotional Competence Inventory (GEC)
- Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
- Profile of Emotional Competence (PEC)
- Schutte Self-Report Inventory (SSRI)
- Trait Emotional Intelligence Questionnaire (TEIQue)
- Wong's Emotional Intelligence Scale
- Work Group Emotional Intelligence Profile (WEIP)
- Model Programs
- Achievement Motivation Training
- Care Giver Support Program
- Competency-Based Selection
- Emotional Competence Training - Financial Advisors
- Executive Coaching
- Human Relations Training
- Interaction Management
- Interpersonal Conflict Management - Law Enforcement
- Interpersonal Effectiveness Training - Medical Students
- JOBS Program
- Self-Management Training to Increase Job Attendance
- Stress Management Training
- Weatherhead MBA Program
- Williams' Lifeskills Program
- Article Reprints
Apples and Applesauce
By: Daniel Goleman
See Related Articles to This Thread
David Caruso’s insightful and well-balanced response characterizes the three main models of EI in terms of a framework hinted at in my essay with Robert Emmerling. Caruso then proposes that the three main models in the field each belong in a different domain: the Bar-On model reflecting a “trait” approach, my own a “competence” perspective, and the Mayer-Salovey model an “intelligence” theory.
While this seems reasonable, I feel a need to clarify this proposed categorization in terms of a more careful analysis of the relationship between a competence and the underlying intelligence upon which it builds. I believe that there may be a problem here with logical types – more specifically, that emotional intelligence and EI competence are intimately related, but not of the same order. Rather, one emerges from the other. Instead of apples and oranges, it’s apples and applesauce.
So the proposed division may have the unintended effect of obscuring important connections between aspects of emotional intelligence, by making them appear more unrelated than they actually are. Take as an analog the abilities of a gifted architect, which depend on a fundamental talent for spatial thinking. IQ tests include spatial thinking in the standard array of abilities they assess. However, simply scoring well on spatial abilities in itself would be insufficient for success as an architect – what’s needed in addition is years spent cultivating the ways the person can apply her talent in spatial thinking to what an architect does.
In other words, a gift for spatial thinking offers a platform upon which the craft of architecture can build. Architectural skill can be seen as an emergent property of spatial ability, one that only emerges with years of proper training. Likewise, the EI competencies are based on a platform of emotional intelligence, as I’ve proposed in my essay on this website, An EI-Based Theory of Performance
In a study of high-performers at Johnson & Johnson, each of these EI competencies was found to have a distinct developmental history over many years in a person’s life (Dreyfus & Mangino, 2001). For instance, a woman who was an outstanding team leader described how she had honed this EI competence beginning as a coach for her school’s field hockey team in junior high school. With each such iteration in the course of life, people can spontaneously build the skill sets that are identified in the organizational context as ‘EI competence’. Lacking such serendipitous experiences in life, people can intentionally cultivate any of the EI competences, with the proper model of learning.
One reason I and others talk about the “EI competencies” as such – and not just as “competencies” – is to make the identical distinction in the universe of competence models that John Mayer and Peter Salovey have established in arguing for EI to be considered an intelligence apart from IQ: EI encompasses abilities like emotional self-regulation that are not assessed by IQ tests. Such EI abilities draw on sub-cortical brain regions that are quite distinct from the neocortical areas that are the neural substrates for all purely cognitive abilities, like IQ (Bar-On, Tranel, Denburg, & Bechara, 2003). EI mingles neocortical and subcortical skills, combining affective and cognitive abilities.
This marks a fundamental difference from competencies like technical skills, which rely solely on purely cognitive, IQ-type abilities based in the neocortex. This difference among types of competence is of more than mere theoretical importance: when it comes to learning in this domain, the brain operates in a different way than is the case when we learn a technical skill. By ignoring this distinction, organizations stand to waste time and money on training approaches that are ineffective. The guidelines posted on this website for “Best Practices” in EI training outline the most effective ways to help people boost this skill set, in contrast to methods that work well for technical skills.
So whether one uses the term “emotional intelligence” or “EI competence” for this set of human abilities seems to me of less practical concern than whether the working relationship between the two levels are well understood.
Dreyfus, C. & Mangino, M. (2001, April). Developing emotional intelligence competencies. Paper presented at the meeting of the Consortium for Research on Emotional Intelligence in Organizations, Cambridge, MA.
Bar-On, R., Tranel, D., Denburg, N. L., & Bechara, A. (2003). Exploring the neurological substrate of emotional intelligence. Brain, 126, 1790-2000.
Check out our new EVENTS section to find out about the latest conferences and training opportunities involving members of the EI Consortium.
New Video Series From Dr. Daniel Goleman
Dr. Daniel Goleman has released a new video series outlining the 12 competencies of emotional intelligence in Crucial Competence: Building Emotional and Social Leadership. The series features in-depth video interviews with Daniel Goleman, George Kohlrieser, Richard Davidson, Richard Boyatzis, and Vanessa Druskat about how to foster emotionally intelligent leadership skills from an individual and organizational standpoint. It includes research-based evidence to show how EI competences differentiate performance, and specific methods to integrate these findings for effective leadership.
Listen to Consortium member Chuck Wolfe interview some of the thought leaders in emotional intelligence.
Interview with Geetu Bharwaney
Challenges abound and life is stressful for many. So how do we cope? Chuck Wolfe interviews Geetu Bharwaney about her book, Emotional Resilience. Geetu offers research, insights, and most importantly practical tips for helping people bounce back from adversity. Click here to listen to the interview.
Interview with Dr. Helen Riess
Changes in healthcare have led to pressures on providers to spend less time with patients resulting in less time for questions, empathy and compassion. Helen Riess, M.D., a Harvard Medical Associate Clinical Professor of Psychiatry, and Chief Scientist and Chairman of Empathetics, is one person working hard to reverse this trend. Dr. Riess's company teaches empathy to doctors and other healthcare professionals often leading to very positive outcomes. Click here to listen to the interview.
Interview with Dr. Daniel Goleman
Listen to an interview by with Dr. Goleman on his new book Focus: The Hidden Driver of Excellence. In the book Dan helps readers to understand the importance and power of the ability to focus one's attention, will power, and cognitive control in creating life success. Click here to listen to the interview.
Interview with Dr. John Mayer
How Personal Intelligence Shapes Our Lives: A Conversation with John D. Mayer. From picking a life partner, to choosing a career, Jack explains how personal intelligence has a major impact on our ability to make successful decisions. Click here to listen to the interview.
Interview with Dr. Cary Cherniss
Interview with Dr. Marc Brackett
Click HERE to listen to an interview with Dr. Marc Brackett, the newly appointed leader of the Center of Emotional Intelligence which will begin operation at Yale University in April, 2013. In this interview Dr. Brackett shares his vision for the new center.
Emotional and Social Intelligence Competencies: Cross Cultural Implications
Continued research on the assessment and development of emotional and social intelligence competencies represents an opportunity to further both theoretical and applied applications of behavioral science to the management of human capital. While the field has continued to expand over the preceding decades, research has often trailed application, especially as it relates to cross-cultural validity. The purpose of this special issue of Cross Cultural Management - An International Journal serves to focus on cultural issues related to applied use of emotional and social intelligence competencies in diverse cultures. Articles in the special issue include data from various countries including India, Peru, China, Italy, Australia, and the United States. Click here to read more.