How to develop and apply. Caruso, Salovey: The Emotional Intelligence of the Executive. How to Develop and Apply David Zor Emotional Intelligence

David Caruso can be safely attributed to the category of professionals about whom they say: "He stood at the origins ...". David Caruso is one of the authors of perhaps the most famous methodological test, the results of which can reveal the level of emotional intelligence (EQ msceit).

Emotional-intellectual management

In the process of scientific research, scientists have trained several thousand managers from around the world to apply the acquired skills in practice and have developed a test to determine the level of emotional intelligence.

Teaming up with fellow American scientists Peter Salovey and John Mayer, Caruso, after numerous experiments on the study of EQ, put the results on paper and then published them. According to the co-authors of the book, one of whom is David Caruso, emotional intelligence (the book is called "The Emotional Intelligence of the Manager") is an important link in business relationships.

The co-scientists mentioned above came together to collaborate about 30 years ago. According to the authors of the book, the mental faculties of an excited person (or emotional intelligence) consist of several "applications":

• conscious settlement of impressions;

• understanding emotions;

• fusion of feelings in thinking;

• ability to recognize and express emotions.

In addition to many academic articles and the aforementioned book shedding light on emotional intelligence management, David Caruso (films on this topic can be found on YouTube and other video content) and his followers are the creators of thematic video lessons.

Activities of David Caruso

On account of David Caruso scientific developments in the field of psychology and two years of experience in the department of psychological development of Yale University. The result of the work done was a doctorate and membership in the State Institute of Mental Health in the United States of America.

Despite such a track record, David Caruso is not an indifferent theorist. Remaining dedicated to science, he was involved in research of a different nature, dedicated to "earthly" matters: strategic planning and building a product line. In addition, Caruso led production teams, developed new products and took care of the qualifications of service personnel.

Today, as the owner of his own company, Dr. Caruso conducts business training on leadership development and assessment of career opportunities, not forgetting emotional intelligence consulting.

EI Skills activities

The EI Skills company, founded and owned by David Caruso (emotional intelligence and everything related to it is the company's field of activity), has undertaken the organization and conduct of trainings for professional coaches, among which are people of different nationalities and citizens of different countries: Americans, Brazilians, Peruvians, Canadians, Japanese, Koreans, Russians, Arabians, British, Spaniards, Italians, French, Germans, Lithuanians, Australians and Indians.

The concept of "emotional intelligence" appeared and then spread in Western scientific circles in the 1990s. It consists of experience, skills and habits acquired in the process of perception, and the ability to manage your emotions.

Unlike dissident specialists, David Caruso sees a close relationship between emotional intelligence and traditional intelligence, since emotions, in his opinion, can also be information carriers.

Emotional Intelligence: What is it?

There are several answers to this question. So says David Caruso - one of the authors of this concept. It all depends on who exactly the question is asked, how it can be interpreted and by what methods it can be applied in practice. Recently, many consultants, business coaches, psychotherapists have appeared who use the concept of "emotional intelligence" in their practice.

Recently, the concept of emotional intelligence has been used in relation to many other concepts, such as self-confidence, sensitivity, and ability to communicate. Official science considers the concept of emotional intelligence as the ability to perceive and "digest" the information contained in feelings, as well as determine the meaning of the latter and their relationship.

The purpose of scientific research is to teach a person to use the information contained in emotions as a knowledge base necessary to master the principles of effective thinking and the ability to make decisions independently.

The technique is a test aimed at measuring emotional intelligence within the framework of the concept proposed by the authors. The test consists of 8 sections, 2 of which are non-verbal material, and 6 - verbal. The structure of the test closely resembles classical "intelligence tests" such as the Wechsler Test or Guilford's Social Intelligence Test.

Theoretical basis

Main article: Emotional intelligence

This methodology is based on one of the most extensive and detailed theoretical frameworks describing emotional intelligence:

Validation

original technique

In the process of validating the original American version of the methodology in English, two principles for evaluating responses were used: expert and consensus. The expert variant assumes that there are correct and incorrect answers, the correct (or more correct) ones are those that were chosen by a group of experts in this field (as, for example, it was done during the validation of the TOBOL questionnaire). The consensus variant assumes that the correct variant is the one that was chosen by the majority of the population sample during the initial testing. In the American version of the test, preference was given to the expert principle of evaluating responses.

During the validation process, a four-factor model of the test structure was also confirmed.

Russian version

In the process of validating the Russian-language version of the test, expert assessments were not used, preference was given to the consensus approach.

Also, during the validation process, the four-factor model of the test structure was not confirmed; the two-factor model, which includes the “experienced” and “strategic” domains of emotional abilities, turned out to be more reliable. The "experienced" domain corresponds to the factors of the original methodology of the ability to perceive, evaluate and express emotions and the ability to emotional facilitation of thinking; "strategic" - the ability to understand and analyze emotional information and the ability to reflectively regulate emotions.

Internal structure

The technique consists of 8 sections. For each component of the model of emotional intelligence by J. Mayer, P. Salovey and D. Caruso, there are 2 sections.

I. Perception, evaluation and expression of emotions or identification of emotions - sections A(face perception measurement) and E(measurement of perception of pictures). II. Using emotions to improve the efficiency of thinking and activity - sections B(measures the ability to assimilate one's current experience, describe one's feelings for a particular person) and F(measures a person's ability to describe their emotional states). III. Understanding and analyzing emotions - sections C(the understanding of the flow of emotions in time was studied, as well as the understanding of how emotions follow one another, replace each other) and G(a measure of the ability to distinguish between mixed and complex feelings). IV. Conscious Emotion Management for Personal Growth and Improved Interpersonal Relationships - Sections D(managing your emotions) and H(managing other people's emotions). The subjects were asked to imagine themselves in the place of the heroes of the story they proposed and evaluate options for further actions. Section A consists of 4 photographs of people's faces, which must be assessed by the degree of expression of 5 emotions for the test participant. In total, there are 7 emotions in the section: happiness, sadness, fear, anger, disgust, surprise, excitement. The severity of emotions is assessed on a 5-point scale from 1 - the least severity to 5 - strong severity. Section B consists of 5 verbal tasks aimed at understanding what emotions contribute to more efficient performance of various kinds of activities. The test participant must determine how useful it will be to experience this or that emotion in this situation. In total, each question offered 3 emotions, which are evaluated on a 5-point scale from 1 - Does not help to 5 - Helps. Section C consists of 20 descriptions of different situations with 6 possible answers each, in which the characters experience different emotional states. Understanding the situational conditioning of emotions involves both a cognitive understanding of the meaning of the situation and the experience of experiencing similar states. For each question, you must choose the most appropriate answer. Section D is about the ability to effectively manage your emotions. The section offers 5 stories that describe certain events. Each story has 4 options for continuing. The subject must evaluate each continuation of the story in terms of how such actions can lead to a good mood or its preservation in the protagonist. Evaluation is made on a 5-point scale from a - very ineffective to e - very effective. Section E, which is also included in the scale of perception and identification of emotions, is 6 non-verbal tests that should reveal the ability to capture the general moods contained in the environment: concrete landscapes and abstract forms. Each picture must be evaluated according to the degree of severity, choosing from 5 emotions. As in section A, a set of 7 emotions is presented: happiness, sadness, anger, surprise, disgust, fear, excitement. However, the severity of each emotion should be assessed not on a scale from 1 to 5, but with the help of schematic pictures. Each emotion is accompanied by a row of 5 images of a sketchy face that expresses this emotion from the smallest manifestation to the strongest. Section F This scale also consists of 5 verbal tasks aimed at finding the designations of emotional states and connecting verbalized emotions and undifferentiated sensations. Section G consists of 12 statements that reveal the degree of understanding of the meaning of certain emotions, the complexity of combining emotions in one feeling. Section H is aimed at assessing the ability to manage the emotions of other people. It offers 3 situations. In each situation, the history of relationships and the possibility of understanding how to influence them are described. Three options for continuing this relationship are presented. The subject must evaluate on a 5-point scale the effectiveness of actions in each continuation in maintaining a good relationship. The rating is given from a - Very ineffective to e - Very effective.

Interpretation

General principles

The scoring algorithm starts by calculating 8 sections of the test. Each respondent's answer is assigned a score based on consensus or sample frequency results. The next step is to calculate the average score for each section. Next, the scores for each branch are calculated, which are the average between the scores for the sections. The total score is calculated as the average of all 8 sections of the test.

Translation into the walls

Converting raw scores on MSCEIT scales into walls for men

Walls	Emotion identification		Understanding and analyzing emotions	Conscious control of emotions	Total score
1	0,197-0,267	0,213-0,249	0,165-0,297	0,145-0,215	0,051-0,275
2	0,268-0,299	0,25-0,273	0,298-0,331	0,216-0,237	0,276-0,298
3	0,3-0,331	0,274-0,298	0,332-0,365	0,238-0,259	0,299-0,322
4	0,332-0,363	0,299-0,322	0,366-0,399	0,26-0,281	0,323-0,345
5	0,363-0,395	0,323-0,347	0,4-0,433	0,282-0,303	0,346-0,369
6	0,396-0,427	0,348-0,371	0,444-0,467	0,304-0,325	0,37-0,392
7	0,428-0,459	0,372-0,396	0,468-0,501	0,326-0,347	0,393-0,416
8	0,46-0,491	0,397-0,42	0,502-0,535	0,348-0,369	0,417-0,439
9	0,492-0,523	0,421-0,445	0,536-0,569	0,37-0,391	0,44-0,463
10	0,524-0,58	0,446-0,447	0,569-0,586	0,392-0,412	0,464-0,482

Converting raw scores on MSCEIT scales to walls for women

walls	Emotion identification	Using emotions in problem solving	Understanding and analyzing emotions	Conscious control of emotions	Total score
1	0,197-0,299	0,201-0,275	0,171-0,342	0,184-0,241	0,251-0,32
2	0,3-0,328	0,276-0,298	0,343-0,37	0,242-0,261	0,321-0,337
3	0,329-0,358	0,299-0,321	0,371-0,399	0,262-0,282	0,338-0,355
4	0,359-0,387	0,322-0,344	0,4-0,427	0,283-0,302	0,356-0,372
5	0,388-0,417	0,345-0,367	0,428-0,456	0,303-0,323	0,373-0,39
6	0,418-0,446	0,368-0,39	0,457-0,484	0,324-0,343	0,391-0,407
7	0,447-0,476	0,391-0,413	0,485-0,513	0,344-0,364	0,408-0,425
8	0,477-0,505	0,414-0,436	0,514-0,541	0,365-0,384	0,425-0,442
9	0,506-0,535	0,436-0,459	0,542-0,57	0,384-0,405	0,443-0,46
10	0,536-0,548	0,46-0,476	0,571-0,597	0,405-0,408	0,461-0,75

Practical value

The results of a psychometric test of the characteristics of the Russian translation of the Emotional Intelligence test MSCEIT V. 2.0 show that this method meets the minimum requirements for research methods and can be used specifically for these purposes. The identified individual low psychometric indicators do not prevent the use of the test, but indicate the need for further work on adapting and standardizing the test.

The authors of the adaptation report that, first of all, work will be carried out with “weak” test items that affect the reliability of the test. Work has already begun on comparing MSCEIT V. 2.0 with other methodologies that study emotional intelligence and emotional regulation. According to the authors of the adaptation, the results of comparing the reliability coefficients for all primary and summary scales of the test show that, in general, the reliability coefficients in the Russian sample are inferior to the American ones, but at certain levels of generalization they become sufficient to recognize the test as psychometrically adequate. Reliability factors range from 0.79 (E scale) to 0.30 (H scale).

Stimulus material

Test book

Answer form

Literature

1. Sergienko E.A., Vetrova I.I. Emotional intelligence test by J. Mayer, P. Salovey and D. Caruso (MSCEIT V. 2.0). Management. Publishing house "Institute of Psychology of the Russian Academy of Sciences". Moscow - 2010.

Psychologist, specialist in the field of management, employee of the Yale University Center for Emotional Intelligence (USA). Co-author of the concept of emotional intelligence (together with P. Salovey and J.D. Mayer), co-author of the most authoritative test for determining the level of emotional intelligence MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test). Conducts seminars and trainings on Co-author (with Peter Salovey) of Executive Emotional Intelligence: How to Develop and Apply (Peter, 2016).

A few simple questions and answers to an extremely important topic, both for an individual and for the company as a whole, is emotional intelligence.

Question: We all know about emotional intelligence thanks to Daniel Goleman, who made it an extremely popular and at the same time vague concept. How would you define emotional intelligence in the strict scientific sense?

David R. Caruso: The idea of ​​emotional intelligence (EI) was first proposed and developed in 1990 by two psychologists, John Mayer and Peter Salovey. Their work was published only in academic publications, so the general public knew nothing about them. And then Daniel Goleman, a great writer, came along and wrote a book about emotional intelligence. In essence, this is a story about the power of marketing. He recast the idea of ​​emotional intelligence in his own words and the way he understood it, and made it available to everyone. And it was great: if not for his book, I would not be here today, no one would have known about EI. But Goleman, retelling our ideas, greatly expanded them. From our perspective, EI is not what makes someone a good or happy person; we are talking about our skills, about how we are able to recognize emotions (how I feel, how other people feel), understand the causes of emotions, experience different emotions, show empathy.

Question: When is the best time to start developing these abilities? How long does it take to master basic skills?

D.K.: In an ideal world, emotional intelligence should be developed in early childhood. But we live in an imperfect world, so fifteen years ago we created a program to teach these skills. Because EI is, first of all, skills. And we train first of all managers and heads of enterprises, because they have a great influence on the emotional climate in the organization. Now our ideas are being implemented in schools: we teach teachers how to use emotions in the learning process and how to develop emotional intelligence in children.

If we talk about top managers, basic skills can be taught in a couple of hours or in a day. Sometimes we call it the Emotion GPS Navigation System. Some people lack spatial intelligence. We can teach them how to read a map and how to navigate a map, but that could take a year. Another way out is to buy them a navigator. It's the same with emotional intelligence. To begin with, we can test you: what are your strengths and where are your weaknesses. Let's say you're not very good at reading other people's emotions. Knowing this, we can teach you to better understand emotions or ask the right questions. When you ask, “How did you like my presentation?” and another responds, “Oh…that was great!”, you may not hear the intonation and realize that it was actually a terrible presentation. Therefore, we will teach you to ask: “On a scale from 0 to 10, where 0 is bad and 10 is great, what do you think of my presentation?” And they will answer you: "I think it was 8." After that, if I were you, I would ask: “What do I need to do to make my presentation a top ten?” And you can be sure that the interlocutor will give you 25 tips for possible improvements.

Question: Are there national and cultural differences in EI levels?

D.K.: I travel a lot, and in addition, we have research data. The main difference is how emotionally expressive the inhabitants of a particular country are. Russian culture, for example, is more about emotional restraint. But this does not mean at all that Russians experience emotions less or less often. I was in China for the presentation of our book, and before that I was in Japan, and everywhere the culture is different. But on a deeper level, all people are the same. Our data show that we all recognize emotions in the same way and feel them the same way. And culture sets the framework that determines when and how we express emotions. And in general: culture interests me less than individual people. Perhaps your friends and acquaintances express their feelings in different ways. But one should not think that someone who does not know how or does not want to express his emotions has a weaker EI. Sometimes they are even emotionally smarter, because they listen, process information, understand it.

Question: Our readers love to look for traits of extroverts and introverts in themselves. Is our way of behaving and expressing emotions related to emotional intelligence?

D.K.:

No, these are absolutely unrelated things! There are high EI introverts and high EI extroverts. But from the outside it looks a little different. The most difficult combination is, of course, low emotional intelligence and pronounced extraversion. Such a person will explain to you how you feel, tell you “You are angry about something today,” and if you do not agree, he will accuse you of simply defending yourself, and it is useless to refute his words. Emotionally intelligent introverts, on the other hand, process information in their heads and don't show their feelings. Sometimes they don't seem to go into too much at all, but at the end of the conversation they can summarize it and tell you exactly how you felt and how they felt. And then you realize that they are good at managing their emotions; as a result of such a conversation, you will feel much better, although you will be surprised how much everything turned out to be happening with the interlocutor inside.

Question: How does the spread of virtual communication affect emotional intelligence? When we do not see the interlocutor, how can we read his emotions?

D.K.: Online communication is very poor, we have very little information about the other person there. When we meet face to face, we have body language, facial expressions, tone of voice… And when we exchange text messages or emails, or write a post on a social network, we lose a significant part of this wealth. But, on the other hand, I have high hopes for technology. I am sure that in the near future they will allow us to be much "emotionally smarter" online. Already, there are systems that allow using a webcam to recognize the emotional state of someone who is in the frame: the camera can “read” emotions. And I predict that very soon, in the next few years, we will have tools that will allow us to convey emotions in text messages more accurately than we do now. Emoticons are already better than nothing, but I think that we will have much more advanced and sophisticated tools that will help us choose the most appropriate word to describe what we feel.

The authors distinguish four different practical components of the hierarchy of emotional skills of a manager: identification of emotions (the ability to "read people"), the use of emotions (the ability to competently direct emotions to solve problems), understanding emotions (the ability to determine the causes of emotions and predict emotional scenarios) and.. .

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It has long been believed that the emotions we experience and express need to be carefully controlled. And it is very important to keep an eye on them while at work, especially if you manage people. It was considered unprofessional to express emotions in the workplace. And many usually attribute their biggest disappointments and regrets to an uncontrollable reaction, when feelings literally overwhelm.
From the book, you will learn that for a person with a high level of emotional intelligence, emotions are not only important, but absolutely necessary for making the right decisions, finding a way out of a difficult situation, overcoming change and achieving success.
The authors distinguish four different practical components of the hierarchy of emotional skills of a leader: identification of emotions (the ability to "read people"), the use of emotions (the ability to competently direct emotions to solve problems), understanding emotions (the ability to determine the causes of emotions and predict emotional scenarios) and managing emotions (ability to act with emotions). You will understand how to learn and develop each skill in order to use them in combination to solve the most complex problems.
The publication is addressed to managers, executives and owners of companies, as well as anyone who wants to learn to recognize emotions and manage them when creating effective teams, planning and making decisions.

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David Caruso, Ph.D., Professor of Psychology at Yale University, co-invented the concept of emotional intelligence, one of the new business management tools. This week in Digital October Caruso gave a lecture where he talked about the fact that the success of a company is determined not only by the intelligence and ingenuity of its employees, but also by positive emotions and positive social behavior. According to Caruso, the best prospects in business are positive employees who are capable of empathy.

The concept of emotional intelligence, co-authored by Caruso, contributes to the construction of effective communications in management. According to the professor, it is necessary to be able to use emotions to stimulate thinking. Understanding emotions allows you to predict how other people will react. Another important skill is managing emotions. Caruso believes that you need to be open to emotions in order to understand the situation from all sides. It is also necessary to be able to properly influence yourself and other people in order to use these emotions in the best possible way.

Caruso is sure that the positive attitude of the leader leads to better coordination at work and, accordingly, to less labor costs: "Everything you say, all your actions, one way or another, affect the mood of your working group and the effectiveness of its work. And first of all, this concerns regular positive emotions and optimism of the leader leads to higher performance The worst business failures are associated with excessive manifestations of optimism There should always be critics in the team - the devil's advocates Optimism is a wonderful trait, but all emotions are needed at different points in business cycle for solving various problems.

Why aren't all smart people successful?

Emotional intelligence can be assessed and measured, says the professor. Many consider intelligence, the IQ level, to be the main determinant of success. "In fact, in many companies, many people have a head, brains are all right, but not everyone succeeds, of course, it's better to be smart than an idiot, but that's not enough," says Caruso. IT managers, they were asked what determines the success of a leader the most? Which leader can be considered truly outstanding? Look at the answers we received: vision, motivation, the ability to empathize, moreover, we didn’t give people any hints, it was them they figured it all out."

He also noted that Google pays close attention to research on success and success. "It might surprise you that when recruiting new employees, Google, of course, is interested in the technical knowledge and skills of a person, but in order of priority this item? 8. In short, intelligence is important, but you can't just hire smart people and think that it will work," he says.

The professor notes that if you hire an intelligent person with high emotional intelligence, then fewer conflicts are unleashed around them, moreover, they demonstrate a greater propensity for social behavior. If, however, such a person is made a manager, a leader, then he will be able to rally the staff around him much better than others, to ensure a faster achievement of planned indicators.

Emotional tools

Caruso also noted that everyone knows leaders who achieve goals by walking over corpses, and those for whom everyone wants to work. This fact he considers a perfect illustration of the importance of emotional intelligence. "Emotional intelligence is also important because charismatic leaders have such an opportunity to infect other people with their emotions. High emotional intelligence provides greater staff loyalty, ensures greater involvement," says the professor. "First of all, we teach people to recognize other people's emotions, control and correctly express them. Please turn to your colleague from the right or behind and express some good emotion - joy, happiness. Turn to your neighbor, no matter where he is, send him something positive. Maybe if a person unfamiliar, you will feel insecure, but if you want to become an emotional leader, you have to practice."

In conclusion, the professor noted that emotions contain very important information, the life of every organization is filled with them, so the leader must learn to cope with them, manage them. You can, of course, ignore them, but they won't go away.