Collaboration with Emotional Intelligence

An overview of emotional intelligence giving you a definition and the meaning of emotional intelligence.

You maybe confused about the terms EI and EQ and how the two seem to be readily interchanged.  This lesson helps to give a distinction between the two.

Answers to a series of Frequently Asked Questions about the subject of emotional intelligence.

Attitude cannot be easily measured so, strictly speaking, it is not a part of EQ - Emotional Quotient.  However, attitude can be considered within emotional intelligence as it is linked to how emotional intelligence is applied.

You maybe confused about the terms emotions and feelings and how the two seem to be readily interchanged. This lesson helps to give a distinction between the two.

This lecture gives an insight into emotions and what they mean. 

Emotions are experienced and expressed readily at work.  This lecture investigates how emotions can be used intelligently at work.

People often talk about positive and negative emotions. This is not that helpful as emotions cannot really be labelled in that way. This lesson looks at why labelling emotions as positive or negative can be unhelpful.

Social impact emotions sit beneath everyday workplace language and strongly shape behaviour, clarity, and connection. Naming them makes emotional intelligence more precise and helps people respond constructively.

This lecture will help you to understand how the emotional climate at work impacts upon teams and teamworking so that you are able to determine the best ways to work with it.

This lecture explores how to work with the emotional climate by assessing the level of emotional engagement and the level of emotional management.

Virtual meetings are now more common place.  This lesson gives a useful tip around how to run virtual meetings using emotional intelligence. 

This lecture introduces collaboration and looks at how assertiveness and cooperativeness work together.

This lecture looks at why character, relationships and agreements are fundamental to collaboration and looks in more detail at win - win collaboration.

How emotional intelligence relates to collaboration, particularly win-win collaboration.

This lecture investigates what workplace collaboration is all above and considers collaboration in different ways.

This lecture looks at the reasons for collaborating - when and why collaboration works.

This lecture covers the principles and characteristics of collaboration that everyone should adhere to.

The levels of collaboration are how the team is set up through the structure and the effort to get the best way of working together.

There are a number of factors to consider before collaborating with other departments that will increase your chances of success and avoid issues arising later on.  Here are the ground rules for collaboration.

Consideration should be given to the modes of collaboration - the time and the place where collaboration occurs. The modes require different approaches.   

This lecture reviews the advantages of collaboration.

This lecture reviews the disadvantages of collaboration.

Collaboration may not always run smoothly.  There may be issues inside the collaborative team and outside that may hinder progress.

This video explores some myths around the true dynamics of diverse age groups working and collaborating together, and offers practical strategies to make the most of the strengths of a multigenerational workforce.

Five evidence‑based questions that reliably predict how well a team will connect, create, and collaborate, emphasising psychological safety, clarity, and emotionally intelligent communication.

This practical activity helps you to review the role of collaboration with your current working environment.

This lecture looks at conflict and trust in collaboration.  It covers the factors that you need to consider that will impact upon the conflict and developing trust.

In this lecture we look at trust and determine why it is important in collaboration.

This lecture investigates Robert Plutchik's Wheel of Emotions which considers trust as an emotion within the wheel which provides some very interesting insights.

Trust can be represented by an equation. It consists of four interrelated factors - three combine to increase trust whilst one can diminish trust.

Motivation supports a culture of risk awareness, whilst trust empowers teams to identify and address risks more effectively.

Stephen R. Covey and Stephen M. R. Covey (father and son) have both produced seminal models on trust. This lecture reviews both models and looks at ways that you can work to build trust in relationships.

This practical activity encourages you to think about the trust that you have in relationships in your personal life and at work.

If you are going to get the best out of this course, it is important that you complete this exercise!  

(I know that it is very easy to ignore this but you will not be able to assess and build trust from just watching the video lectures!)

The introduction to this part of the course looking at behavioural preferences with the learning outcomes.

This Practical Activity gives you the chance to determine your behavioural style and, along with the rest of this Section, will help you to understand your approach to collaboration better.

If you are going to get the best out of this course, it is important that you complete this exercise!  

(I know that it is very easy to ignore this but you will not be able to fully assess your behavioural style from just watching the video lectures!)

This lecture looks at how my attitude and behaviour influences your attitude and behaviour and the cycle of behaviour that follows. It, also, looks at communication.

American psychologist and writer William Moulton Marston, in his 1928 book Emotions of Normal People introduced the prototype of the DISC profiling technique: a pair of axes producing a set of four interconnected factors. Marston originally called these four factors Dominance, Inducement, Submission and Compliance, though 'Inducement' and 'Submission' now carry the more meaningful modernised names of Influence and Steadiness.

It was during the 1940's that Marston's profiling technique came to prominence, when it was adopted by the U.S. military to help in recruitment during the Second World War. Over the following decades its simplicity and flexibility meant that it became more and more widely used across the world as a way of understanding behaviour.  It is particularly useful in understanding people's approach to working in teams and in collaboration.

High Dominance has a clear idea of their ambitions and goals, as well as the directness and forcefulness to achieve those goals. It also means that people like this will tend to have a competitive attitude, and they will generally follow their own ideas rather than work co-operatively with others.

This lecture reviews the High Dominance behavioural style with particular reference to collaborative team work with some do's and don'ts when working with this style.

High Influence thrives on the attention and approval of other people, and they're more motivated by praise and appreciation than most other types.  Despite their outgoing attitude, they're often unwilling to risk causing offence, and they'll often avoid possible confrontations. In other words, while High Influence is socially confident, they tend not to be particularly assertive or forceful.

This lecture reviews the High Influence behavioural style with particular reference to collaborative team working with some do's and don'ts when working with this style.

High Steadiness is consistent and reliable in their approach.   They prefer to operate in situations that follow established patterns, and to avoid unplanned developments.   Because of this, people with High Steadiness tend to be quite resistant to change, and will take time to adapt to new situations.

This lecture reviews the High Steadiness behavioural style with particular reference to collaborative team working with some do's and don'ts when working with this style.

High Compliance likes to have a clear idea of their role, and what's expected of them, so they are far more motivated in situations that are clearly regulated and planned. In general, High Compliance is not independent by nature, and will prefer not to be left to make decisions or take actions without the support of others.

This lecture reviews the High Compliance behavioural style with particular reference to collaborative team working with some do's and don'ts when working with this style.

Download this poster that gives insights into how each behavioural style behaves in a collaborative relationship when they are being emotionally intelligent.  

It, also, shows how each style behaves in a collaborative relationship when they are not being emotionally intelligent.

DISC works by measuring four fundamental factors in a person's behaviour, and using those four factors to describe their personality.

This lecture looks at how you can adapt your behaviour in more valid and reliable ways.  It, also, covers the ideal behaviours for you to demonstrate at work irrespective of your preferred style.

A summary booklet for you to download that gives some hints and tips when working with each of the four behavioural styles.

An activity to determine the behavioural style(s) of everyone in your collaborative team.

This lecture looks at using DISC to build collaborative relationships.

This video concludes the module on DISC behavioural Styles with a short learning review.

Mindfulness leads to better collaboration.  This lecture investigates what being mindful in collaboration is all about.

Meetings are a key part of collaboration.  This lecture explores techniques that use mindfulness to improve collaborative meetings.

This lecture focuses on how to facilitate meetings by considering what each of the DISC preferences are looking for through the collaboration.

Finally, here are some further points to consider around running collaborative meetings more mindfully.

This is a practical activity to conclude the course. It requires you to consider your goals and objectives for taking the course that you set for yourself at the beginning of the course.

A brief overview of the learning takeaways from the course on collaboration and emotional intelligence.

This video will help you if you are having issues accessing your Certificate of Completion.