BSBLDR511 Develop and use emotional intelligence

Student Name: Oktaviana

Student ID: TWIOO9220
 TASK 1: Identify impact of own emotions on others in the workplace
PART A: Short Answer Questions
1. Answer the following questions on emotional intelligence using your own words.
a. Describe the principle of self-awareness
Self-awareness means knowing your values, personality, needs, habits, emotions,
strengths, weaknesses, etc.  With a sense of who you are and a vision of the person you
want to become, a plan for professional or personal development can be created.
The principle of self-awareness:
1) Accept Resistance, the resistance is so fragile that we tend to not realize that it is
in the resistance mode. When we abandon our opposition, we open ourselves to
listen to what is being said. When we allow us to hear what is being said, we can
make informed choices about how to act and think and what to say.
2) Commit to thinking about what you think about, Few people think about what we
think we act impulsively and speak vigorously. We think without thinking. Start
noticing your thoughts If so, imagine the person in your hiding place, the
scientist. If you like it with a clipboard and a pen to record your thoughts. At the
end of the day, review your thoughts. What do you think about Here are a few
suggestions: Judgments about people and yourself; other people; Good things
and bad things; Good and bad people, who is right, who is wrong, who is better,
who is worse. When you start thinking about what you think, you will begin the
process of increasing your self-awareness. You can make positive changes in
your life when you think about what you think.
3) Stop Needing to be right, have you ever noticed that you must always be
correct? Maybe you need to talk to your spouse, children, family and friends. We
grow up observing others, confirming the validity, confirming that there is a final
word. Parents confirm their accuracy when they interact with children. Teachers
confirm their accuracy when they blame the students. The authority generally
confirms their accuracy is habitual. There is another way, though: it is possible to
allow others to be right - even if you don't believe they really are. I'm not talking
about letting people to jeopardise your safety or the safety of others. In day-to-
day interactions, however, we cause ourselves unnecessary aggravation by
insisting on being right. Heated discussions can be cut short when we realise our
power lies in something much deeper than a victory in a petty argument.
4) The Inner Critic, the inner critic can be called 'Erase yourself, talk', 'chatter' or
'negative conversation within'. Some people call it 'radio me'! The inner critic is
the voice that starts at the minute we wake up in the morning and only shuts
down when we sleep. We all have internal critics. (Yes, even you!) And for the
most part, it controls our beliefs, our actions, and the quality of our relationships.
b. Identify and explain the three stages of self-awareness
1) Self Awareness. This step focuses on helping leaders understand and recognize
the behaviors they tend to show as a result of their personality. Psychometrics
like MBTI, 16PF or OPQ will give leaders a better understanding of their true
personality and habitual behavior. In developing, leaders must be able to
overcome the limitations of their personality and connect with real places that are
relevant to their values.
2) Reflective Awareness. When leaders get to their personality profiles, they often
ask, "What should I do now?" This is a very valid question if the development
process is designed to stop at that stage. Now often Developed leaders should
be encouraged to advance to step 2 (reflective awareness) in which they can
periodically reflect their behavior in various situations.
A great way for this step is to use 'Reflective Learning Record' usually, leaders
ask questions about important events that day, such as:
 What is the situation?
 How do I behave and how it suits my situation?
 Is my behavior outside the habit or is it a conscious choice?
 How does my behavior affect?
 What am I learning?
3) Mindfulness. Continuous training of reflective learning records often leads to
"consciousness". It is at this stage that leaders can see their behavior in the
present time. Consciousness is often called The aspect of consciousness is
'metacognition', which is an advanced thought that involves actively controlling
consciousness in related intellectual processes. With problem solving, decision
making, and learning Metacognition helps leaders become successful learners
and is linked to higher levels of intelligence.

c. Describe the principle of empathy

Empathy is the capacity to understand or feel what another person is experiencing from
within their frame of reference, that is, the capacity to place oneself in another's
position. Definitions of empathy encompass a broad range of emotional states.

d. Identify and explain the three kinds of empathy

1) Cognitive Empathy. When you hear the phrase “try to walk a mile in the other
person’s shoes,” you’re discussing cognitive empathy, Goleman says. It’s
awareness — understanding someone else’s perspective — which is a crucial
part of maintaining a good connection and communication. “Technically, it
 means, ‘I know what mental models you have, I know what language to use so
you’ll understand me,” he explains. “That’s one complete set.”
2) Social Empathy. Another set is the social side of empathy. “That’s sensing in
yourself immediately what the other person is feeling,” Goleman says. This is
how you create rapport with another person, he adds, and you must be in tune
with what’s happening in order to do so. “You’re only going to have rapport if you
pay full attention to the other person,” Goleman says. “You’re going to have
chemistry.”
3) Empathic Concern. The third type of empathy is extremely important and equally
underrated, Goleman says. It’s called empathic concern. “If I have someone in
my life who’s in distress, I’m not just going to feel it. I’m going to want to help
them,” he explains. “It draws on a third part of the brain. We call it the ‘ancient
mammalian system for parenting.’ It’s like a parent’s love for a child. If you have
that love for someone, you’re going to be there for them.”

2. Identify two strategies for using emotional intelligence and explain two key features for
each strategy.
1. Utilize an assertive style of communicating. Assertive communication goes a long way
toward earning respect without coming across as too aggressive or too passive.
Emotionally intelligent people know how to communicate their opinions and needs in a
direct way while still respecting others.
2. Respond instead of reacting to conflict. During instances of conflict, emotional outbursts
and feelings of anger are common. The emotionally intelligent person knows how to stay
calm during stressful situations. They don't make impulsive decisions that can lead to
even bigger problems. They understand that in times of conflict the goal is a resolution,
and they make a conscious choice to focus on ensuring that their actions and words are
in alignment with that.

3. Outline two signs of emotionally effective people. Provide a short description of the
importance of each specified sign in reaching business objectives.
1) You think about feelings. Emotional intelligence begins with what is known as
self-awareness and society, the ability to sense emotions. (And their effect) for
both you and others Awareness that begins with reflection You ask questions
such as:
 What are my emotional strengths?
 What are my weaknesses How does my current mood affect my thoughts
and decisions? What happens under the surface that influences what
others say or do? Pondering questions like these provide valuable
insights that can be used for your benefit.
 2) You pause. Pausing is as easy as pausing before you speak or do it.
(Theoretically easy, practically difficult) This can save you from embarrassing
moments or from getting too fast chaining. In other words, pausing will allow you
to not make a permanent decision based on temporary emotions.

4. Describe two instances when you demonstrated flexibility in dealing with your workgroup
member’s emotion. Specify at least one flexibility technique used for each instance.
1) Focus on Your Core Values. I’m having key attributes that don't shift can keep you
grounded during periods of change. Using your core values and your organization's
culture as anchor points will help you to decide what you can and can't agree to when
you receive an unexpected request. Taking on responsibility for a project that will get
your team nearer to meeting its annual target is one thing; but, if this involves doing
something that is legally or ethically dubious, you should steer clear.
2) Be Open-Minded. You'll likely find it easier to understand and manage a situation if you
look at it from different perspectives. For example, if you're looking to launch a new
product, you might first like to analyze it from different viewpoints. How will it fit into the
marketplace, for instance? What will the impact be on your production process, and your
sales and marketing teams? How do you think your customers will react to it? Make it a
priority to listen to and understand the views of the other people involved. If your
manager asks you to help out on an urgent project, for example, consider how it will
benefit the team or your career, rather than simply thinking, "Oh no, not more work!"
5. Describe two instances when you demonstrated adaptability in dealing with your
workgroup member’s emotion. Specify at least one adaptability technique used for each
instance.
Your team members are more than just employees or a job title. They’re unique individuals who
have great stories to tell. Your employees also have diverse skills, talents, and knowledge that
could be beneficial to your overall goals.
If you want to make the most of every team member, then start by getting to know them better.
Preferably, you should learn to know more about them outside of a project so that you can see
what they can bring to the table outside of their traditional job role or title. Hewlett-Packard,
according to Druskat and Wolff, likes to have each of their employees work at cross-training.
This means team members see, “if each member could pinch-hit on everyone else’s job.”
Additionally, you want to look beyond first impressions, encourage innovation, let your team
members do the teaching, and offer rewards and recognition.
When a team member does make a mistake, offer useful feedback so that the leader shows the
person that they are more important than the process of merely being reprimanded.
 6. Describe two instances when you considered the emotions of your workgroup members
when making decisions.
For example, if you tell your coworker you’re accepted a speaking gig because you want to work
on your speaking skills–public speaking has never come easily to you– that’s sharing a
vulnerability in a way that supports, rather than undermines, your leadership; your colleague will
probably admire your courage and feel touched by your honesty. But if you get up in public to
give a speech and tell the audience you’re not comfortable with public speaking, that undercuts
your ability and lowers their expectations.

7. Read the scenarios depicting employees from two different cultural backgrounds. Read
through each scenario and identify two key communications strategies that can be used to
effectively communicate with them.
Scenario 1
Takashi worked as a fitness instructor for Bounce Fitness. He spent most of his childhood in
Japan before he moved to Australia. He is a wonderful and efficient staff seen in his work ethic
and suggestions from members of the fitness centre. He is usually quiet during work-related
tasks such as meetings and lunches. He didn't reject someone's request because he saw that
denying the request would humiliate him and humiliate him. He also relies on non-verbal signals
such as facial expressions and body language to convey his response to members of his work
group. He often avoids making eye contact with his workgroup members because he thinks it is
not polite.
Key Communication Strategies, try to get him to participate more and participate in group
activities. For example, asking him to express his thoughts, feelings, etc., and giving him praise
for supporting him makes him want to show more emotion or talk in the future.
Scenario 2
Michael works as a fitness instructor for Bounce Fitness. He is straightforward, clear,
transparent and open about work related. This makes other colleagues see that they are rude
and aggressive. Sometimes he accidentally causes inconvenient situations by asking his
workgroup members about their personal lives.
Key Communication Strategies, Michael should try to be more polite and not ask others about
their personal lives.

8. Identify two key features of emotional intelligence. Provide a short explanation of how
each feature contributes to building workplace relationships.
1) Empathy. This is the ability to identify with and understand the wants, needs, and
viewpoints of those around you. Empathetic people avoid stereotyping and judging too
quickly, and they live their lives in an open, honest way.
2) Social skills. People with strong social skills are typically team players. Rather than
focus on their own success, they help others to develop and shine. They can manage
 disputes, are excellent communicators, and are masters at building and maintaining
relationships.

PART B:
1. Reflect on instances when you expressed your personal emotions in the context of your
workplace.
Self-Evaluation Sheet to evaluate your own emotional intelligence:

Self-Evaluation Sheet Template

Completed by Oktaviana
Date 13 October 2021

Emotional Strengths Thinking

(Pre-Evaluation) Independent
Emotional Lacking confidence
Weaknesses Dreamer
(Pre-Evaluation)
Patience

Personal Stressors
Being abused or neglected

Cheerful

Prevailing Emotional
States Humorous

Trigger Emotional State

The complexity of today’s Anger
work environment and the Slamming doors and
demand that are placed on. yelling come quickly to
mind as examples of
Workplace situation anger. But it’s important
that triggers a strong to remember that anger
emotional response takes many forms and
that most of them are not
physical.
Worry or insecurity. Change, Feeling “down”, everyone
and the feeling of loss of feels “low” or has a bad
control that change often day now and then.
triggers.
 Blame the worker and Point out that most
question his or her ability to workers are able to learn
do the job properly. the tasks by this time.
Workplace
environment that Ignore the joke and maintain Keep a warm, relaxed
triggers a strong a serious look. expression. Ask if the
emotional response worker is nervous.
Remind them that a
review is a positive,
growth opportunity.

2. Conduct a meeting with workgroup members to have an open discussion of how your
emotions and behaviours affect the workplace. Discuss at least two suggestions from
your workgroup members to help you in developing your emotional intelligence.
1. Show Genuine Enthusiasm For Meeting.
Especially in a business context, the gestures of some people while making recommendations
are short and intense. Which may feel formal and "appropriate" but not the smartest thing in
making emotions No more putting it on thick with forced smiles and announcements over the
top about truly wonderful ways to be found. Just natural Pretend that you meet other
important people in a social event, give your true and best smile. Open your posture so that
your legs are in a wide posture. But you relax Keep eye contact, hold hands firmly, it's very
easy
2. Offer A Compliment
If you notice something about the person you’ve just met that you can complement them
about, do it right away. Maybe there’s a recent accomplishment you’re aware of that you
could mention. If not, ask a question or two that can lead to information you can later
compliment them on.
Emotionally intelligent people are great listeners right from the moment they make
acquaintances. They know that most people love to talk about themselves and will like and
appreciate anybody who’ll earnestly listen. The problem is that most of the time— especially
in the moment or two after meeting someone—we’re too busy thinking about our own
responses and can’t wait for the next opportunity to jump in. This tendency is natural, and it
sometimes gets worse when we’re nervous.
So treat the first five minutes after meeting somebody as a silent quiz session: Pretend you’re
being tested to see how much you can find out about the new acquaintance— that when five
minutes are up, you’ll have to write an essay about everything you’ve just learned, and the
more information you include, the higher your score.

3. Using the feedback from the meeting and your own self-reflection from previous task,
develop a way to improve your own emotional intelligence in the workplace. Write a
reflective journal including following:
 Two strategies you can employ to increase your emotional intelligence
The first is very important to start a difficult conversation with the right frame of
mind. Come prepared to talk, listen and brainstorm solutions. Keep an open
mind since there are often two sides to the story. As we saw in the last post, it
helps to explore the different interests of the parties. By using empathy, it is
possible to put yourself in someone else’s shoes and consider that person’s
point of view. If you seek for understanding behind his or her actions, you will
find you can be a bit more patient and sympathetic.
Remember to ask yourself, “Why would a decent, rational human being behave
in this way?” Moreover, give the person the benefit of the doubt and avoid the
temptation to make him or her out to be a villain. See various possibilities and
visualize yourself handling them with ease. Envision the outcome you’re hoping
for but do not become too wedded to your solutions or else you may foreclose
the possibility of open dialogue.

 Description of two instances when you managed your own emotions in the
workplace. For each instance, specify the behaviour you demonstrated and
describe how it affected the situation.
Once all parties are present, the goal is to stay in dialogue so that you can
achieve a solution. You want to create a safe environment in which to have this
conversation. First, thank the person for coming to the meeting, since she
could have said no. State the purpose of the meeting and invite her to share
her thoughts on the subject. It also helps to establish guidelines for running the
meeting in order to keep the conversation on an even keel. Also, if the
conversation becomes difficult, you can remind the speaker of the guidelines.
Here are some suggested meeting guidelines:

 Take turns so that everyone has a chance to present his or her point of
view.
 Maintain mutual respect and be kind to each other.
 Speak in terms of problems, goals and interests.
 Refer to observable behaviors instead of personality attacks.
 Do not blame anyone for what has happened.
 Sometimes, it helps to set a time limit for the meeting as an incentive to
get through the entire agenda.
Be sure to have everyone agree to the guidelines and write them down. You
can post them so that all participants can see the rules while the meeting is
going on.
 TASK 2: Recognise, address and promote the development of emotional
intelligence in others
Role play:
Role Play Scenario 1
Alvin : Hello Ben. Are you feeling well, you look not fine, anything I can help you?
Ben : Thank you. I am feeling bad because I have to attend the wake of my recently
deceased friend and it hard to miss this.
Alvin : Oh, I’m really sorry to you and hear this. I hope you can pass this time and be stronger
Ben : Thank you.
Alvin : If you need any help, just let me know. I’m always here to help.
Ben : Thank you Alvin.
Alvin : Any time.
Role Play Scenario 2
Manager : Hi Andre, how are you today? What bring you to me hear?
Andre : Yes, not bad, thank you. I would like to talk to you about the issues inside our
organisation. Which make me feel really bad?
Manager : Ok, let talk about this.
Andre : I think that the workplace is very productive, and I appreciate how things are
managed. When it comes to my work team, I feel like my work team they don’t like me
that much and talking behind my back.
Manager : That’s shouldn’t happen, what going on.
Andre : I know that I’m quiet person and reserved, so it’s hard for me to interact with a
lot of people all at once.
Manager : I got it.
Andre : I think that the team in itself works fine with the individual activities, but I don’t
think I can really be friend with everyone around me, especially the very loud ones.
Manager : I see, we going to fix this out together. First of all I will revise a company code of
conduct and focusing on the gossip. Second, I will need to conduct the meeting to obtain
others ideas about the working style.
Andre : Thank you.
Manager : Ok don’t to worry. If you have any problems just let me know.
Andre : I am appreciated.
Manager : Your fine.
Team Emotional Intelligence Profiles
Profile 1
Team Emotional Intelligence Profile Template
Workgroup Member Team Member 1
Name
You hail from China and are working at Bounce Fitness to gain
Cultural Background
more work experience.
Assessed by Oktaviana
Date Observed 13/10/2021
EMOTIONAL CUES ASSESSMENT
Emotional Cue
Assessment
Quite Let him have more participation in the task.

Not reach that much to the decision Try to ask him for feedbacks, ideas.

Emotional State Based on Emotional Cues

He might not have self-confident.
Cultural Expression of Emotion
You are disappointed because you have to join the wake of a friend who has just died and it
will be hard for you to miss. During the meeting, you bowed your head and frowned slightly
to express your sadness about the situation. You are a Buddhist and you believe in not using
violence when resolving conflicts.
Your Response to their Emotional State
-Allowing him to be more involved in the work.
-Try asking him for ideas.
Signed by: Oktaviana Date: 13/10/2021

Profile 2
Team Emotional Intelligence Profile Template
Workgroup Member Team Member 2
Name
Came from United States and opted to work in Bounce Fitness
Cultural Background
for the organisation culture.
Assessed by Oktaviana
Date Observed 13/10/2021
EMOTIONAL CUES ASSESSMENT
Emotional Cue
Assessment
Upset Ask him what you can help

Direct with their dislike of the situation Ask him to calm down
Emotional State Based on Emotional Cues
Upset, frustrated, sad
Cultural Expression of Emotion
You are sad because you will visit your relatives during the week and let you know one
month in advance. You find it unfair to cancel your visit. During the meeting, you made a
sullen face and began to scroll through the phone without paying attention to the centre
manager.
Your Response to their Emotional State
-Ask him what you can help.
-Ask him to calm down
Signed by: Oktaviana Date: 13/10/2021

Profile 3
Team Emotional Intelligence Profile Template
Workgroup Member Team Member 3
Name
Cultural Background Australian
Assessed by Oktaviana
Date Observed 13/10/2021
EMOTIONAL CUES ASSESSMENT
Emotional Cue
Assessment
Stress Ask him to calm down and relax

Unfair treat Let him talk to the manager

Emotional State Based on Emotional Cues

You are stressed because you still have many things to deal with and it will be a lot of work
for you this week.
Cultural Expression of Emotion
At work, you tend to get fired and move easily. However, you are more likely to react
violently to situations when they start to overuse. You are stressed because you still have
many things to deal with and it will be a lot of work for you this week.
Your Response to their Emotional State
-Assign the tasks to him appropriately
-Ask him to calm down and relax
-Let him talk to manager
Signed by: Oktaviana Date: 13/10/2021

Two (2) techniques to identify cultural expressions of emotion:

1. Facial expression
2. Body language and body posture
Two (2) techniques to respond to each cultural expression of emotion of workgroup members
1. Let him have more participation in the task
 2. Try to ask him for feedbacks, ideas
Cultural Expression of Emotions Plan:

Cultural Expression of Emotions Plan Template

Completed by Oktaviana
Date 13/10/2021
Techniques to Identify Cultural Expression of Emotions
a. Facial expression is a signal that we do by moving the facial muscles on our face.
Facial expressions generally refer to emotional states and each emotional state
and / or mental state has specific facial expressions, many of which are widely
used throughout the world. If you do not see someone's facial expression, you will
not be able to see that another person is crying, happy, angry, etc. In addition,
facial expressions allow us to understand what is happening in difficult and / or
very confusing situations.

b. Body language and body posture are other social cues that we use to interpret
other people's feelings. Aside from facial expressions, body language and
gestures, it is a non-verbal social cue that we use.

Workgroup Member Team Member 1

Name

Disappointed because you have to attend the wake of your

Cultural Expression of recently deceased friend and it will be hard for you to miss
Emotion that.

Techniques to Respond to Cultural Expression of Emotions

Let him have more participation in the task

Try to ask him for feedbacks, ideas

Workgroup Member Team Member 2

Name
You are sad because you will visit your relatives during the
week and let you know one month in advance. You find it
Cultural Expression of
unfair to cancel your visit. During the meeting, you made a
Emotion
sullen face and began to scroll through the phone without
paying attention to the centre manager (the learner).
Techniques to Respond to Cultural Expression of Emotions
a. Ask him what you can help

b. Ask him to calm down

Workgroup Member Team Member 3
Name
At work, you tend to get fired and move easily. However,
you are more likely to react violently to situations when
Cultural Expression of they start to overuse. You are stressed because you still
Emotion have many things to deal with and it will be a lot of work
for you this week.
Techniques to Respond to Cultural Expression of Emotions
a. Ask him to calm down and relax

b. Let him talk to the manager

PART B: Two case scenario

Workgroup member’s feelings and thoughts about workplace and work team:
Team Member 1
Team Member 1 works quietly and efficiently. However, some of the team members find it hard
to communicate with them because they seem to want to avoid any type of contact with others.
The team members want to know how to communicate better so that they can all work more
effectively.
Team Member 2
Team Member 2 is having difficulty with communicating with their other team members. They
say that this member sometimes talks over other people and their words feel ingenuine when
others talk to them. The other members feel afraid of Member 2’s over the top personality and
suggest they don’t come on as aggressively.

The effect of one (1) cultural behaviour of your workgroup member on others in the workplace
Team Member 1
You think that the team in itself works fine with the individual activities, but you don’t think you
can really befriend everyone around you, especially the very loud ones.
Team Member 2
You try your hardest to communicate with all your team members, but some really don’t seem to
like you all that much. You think that maybe it’s because you come off too aggressive. You think
that everyone is picking up their individual slack, but the synergy within the team isn’t good.
The effect of one (1) cultural belief of your workgroup member on others in the workplace
Team member 1
You think that the workplace is very productive, and you appreciate how things are managed.
When it comes to your work team, you feel like the others don’t like you that much and talk
behind your back.
Team member 2
You feel that sometimes you work too hard, so it would be nice to have better benefits. When it
comes to your work team, you like them, but some seem cold to you.

An opportunity for the workgroup member to discuss their thoughts and feelings when in the
workplace
Emotional intelligence is the capacity to understand and manage your emotions. The skills
involved in emotional intelligence are self-awareness, self-regulation, motivation, empathy, and
social skills. Recently, it has become a bit of a buzz word in human resources departments
across the globe but researchers are saying that it is time emotional intelligence be taken
seriously. Embracing the nuances of human emotion in the workplace can have pragmatic benefits, such
as better collaboration among employees and a happier workplace.

Summary of both meeting discussion:

Self-awareness is about understanding yourself: knowing your weaknesses, strengths, drivers,
values, and your impact on others. In practice, this appears to be self-confidence and a thirst for
constructive criticism.
If you are a manager, you may know that a tight deadline brings the worst of you. The
intellectually and intellectually managers will plan their time appropriately and accomplish the
task ahead of schedule. Self-management is the ability to control and redirect disruptive
impulses and emotions. Think about credibility, honesty, and peace of mind with change. It will
not let your emotions bend you.
For example, if the team doesn't make a presentation well, the leader should resist shouting.
But they can consider the possible cause of the failure, explain the consequences to the team
members Motivation is enjoying success for your own benefit. Your passion for work, optimism,
and enthusiasm for improvement are the main strengths of intelligent and emotional people.
Empathy is an understanding of the emotional makeup of others. Are considering the feelings of
others, especially when making decisions
The trademark of compassion includes expertise in hiring and retaining people of high
competence, ability to develop others and being sensitive to cross-cultural differences. Imagine
the mentor and their team trying to do something with a potential foreign customer, in this case
Japanese customers. After the noise level, customers were quiet and the team interpreted this
as disapproval. However, the counsellor is interested because of body language and conducting
meetings and the team will continue to work. That is a compassionate thing. Finally, social skills
are to build relationships with others in order to move them in the desired direction.
Plan to develop emotional intelligence within work team

Emotional Intelligence Plans

Prepared by: Oktaviana
Date: 13/10/2021
Date of Date
Strategies for Developing Self-
Implementatio Implemente Outcome
Management of Emotion in Others
n d
Create a list of situations or events You can track your emotion.
that “trigger” negative emotions, such 14/10/2021
as anger or frustration. 13/10/2021 Supervisor
Signature:
Oktaviana
Pay attention to “self talk.” Tell yourself what 14/10/2021 You can keep calm and know your situation at
it looks and feels like to be under control, that Supervisor time.
focused and composed. Repeat this 13/10/2021 Supervisor
consciously each day and it’s likely your Signature
“talk” will become your automatic “action.” Oktaviana

Date of Date
Developing Emotional Intelligence
Implementatio Implemente Outcome
Strategies
n d
Utilize an assertive style of communicating Long-term, persistent communication
14/10/2021 aims to gain respect without being too
aggressive or too passive. Emotional
13/10/2021 Supervisor people know how to directly communicate
Signature: their opinions and needs while respecting
Oktaviana others.
Respond instead of reacting to conflict During conflicts, emotions and feelings of
14/10/2021 anger are normal. Emotional smart people
know how to stay calm in stressful
Supervisor
situations. They do not make impulsive
Signature: decisions, which may lead to even greater
13/10/2021 Oktaviana
problems. They understand that in times
of conflict, the goal is to solve problems,
and they choose deliberately to focus on
ensuring that their actions and words
correspond to that

Strategies for Developing Productive Date of Date

Outcomes
Relationships Strategies Implementation Implemented

Identify Your Relationship Need 13/10/2021 Look at your own relationship needs. Do you
14/10/2021 know what you need from others? And do you
know what they need from you?
Supervisor
Signature: Understanding these needs can be instrumental
Oktaviana in building better relationships
Schedule Time to Build Relationship
14/10/2021

Supervisor Dedicate a part of your day to building

Signature: relationships, even if it only takes 20 minutes or
13/10/2021
Oktaviana may be divided into five minutes.

Date
Strategies to Maximise Workplace Date of
Expected Outcome Implemente Actual Outcome
Outcome Implementation
d
Give timely feedback The desire for Create a
autonomy must be 14/10/2021 communication
balanced with the Supervisor schedule in
desire for feedback – Signature: conjunction with your
most employee crave Oktaviana team members to
feedback on how they allow for sufficient
are doing. feedback, ensure that
13/10/2021
your team member
receives the support
they need and that you
have enough
communicatio n in
return to maintain
accountability.
 TASK 3: Utilise Emotional Intelligence to Maximise Team Outcomes

Read three case scenario and answer the following questions:

Two team performance issues relevant to the organizational objectives.

 Team Member 1 is currently not on good terms with Team Member 2 due to a
misunderstanding at work.
 Team Member 2 is frustrated with Team Member 1 because they think that the other
person is not doing their job properly.
Two opportunities to utilize emotional intelligence to increase team performance of workgroup to
achieve the organizational objectives.

1. Create resources to work with emotion

2. Create an affirmative environment
Develop one strategy to increase team performance and include one item to increase team
performance in line with identified objectives.

1. Create resources to work with emotion. Everyone has emotions, and business can bring
out the best and worst of those feelings. Having resources for allowing emotion to factor
into work is much healthier for team attitude than pretending that big, frustrated elephant
isn’t in the room. For example, we use some time at our Friday team meeting to casually
chat about mistakes we made that week.
2. Create an affirmative environment. Yes, your team loves their work, but they also need a
spoonful of sugar to help it all go down as effectively as possible. Put the emphasis on
optimism as much as possible. For our marketing team, this translates as “always
assume best intentions.” As a team, we have committed to always treating everyone’s
words, efforts and actions as good, positive intention for the good of the group. We have
found this goes a long way in eliminating mistrust and worry over perception
Ensure that you achieve:

- Positive workplace climate:

Each one of your employees is with your company for a reason. Encourage employees
to voice ideas. Even if the idea may need some work, it’s still important that everyone
has his or her say. This will show that each member of your team is valuable and his or
her input is just as important as a fellow co-worker’s.
Set up specific times during the day to open your office door and allow employees to
bounce ideas off of you. Encourage your team members, especially the more quiet
employees, by asking for input directly—that will help cement the fact that everyone’s
input is important.
- Emotional workplace climate:
 Create welcoming entrances with visible hosting for people who don’t work there
daily.
 Offer video-conferencing configurations that allow remote participants to easily
see content and hear participants.
 Provide ample and well-equipped spaces for all workers to work individually or in
teams.
 Design informal areas for socialization, both in person and virtually.
 Create spaces that give people choices and empower them to work alone or
together–however and wherever they work best.
 Include spaces beyond the lobby that reinforce the purpose, history, and culture
of the company.
 Use technology to display real-time information that can help employees feel
connected and informed.

- Use and write one strength of each of the three workgroup members to achieve:
o Team objective
Team Member 1 and Team Member 2 are tasked to new customers. This task
involves getting new customers interested in Bounce Fitness and filing the new
members into the system. Team Member 1 and 2 are naturally contrasting
personalities and have butt heads before, but they’re the only ones free to do the
job.

o Organisational objective
To ensure that they do not work together, they have chosen to split customers
fifty-fifty. The problem is that Team Member 1 is not the best when it comes to
convincing members to stay, which causes a lot of frustration for Member 2. This
has led Member 2 to harbour frustration over Member 1, further worsening their
relationship. On the backend, Member 1 is organised and efficient in filing the
documentation properly, a skill Member 2 is lacking in. The end result is fewer
customers joining and files being disorganised cluttered.

- Implement strategies to increase team performance:

Keep Learning, productivity is increased when team members have all the skills they
need to succeed. If you identify someone with great enthusiasm who lacks practical
skills, encourage them to take an online course or be mentored by a colleague with more
expertise. Be sure your team knows that skill development is expected, and that no one
should rest on their laurels. Letting employees stretch their wings and take on new and
different roles creates a culture of support for learning and innovation, like have a
graphic designer interested in writing copy, give him/her a chance to brainstorm with the
 marketing department. A project manager with a flair for event planning, offer the chance
to be part of planning the company picnic. Small changes to roles can fuel enthusiasm.

- Two role plays to resolve conflicts and conduct team building activities:
Role Play 1:
Team member 1:
 Looking for help and cooperation with the other team member.
 Trying to more communication with other member.
 Misunderstanding with team member 2 on the work
Role Play 2:
Team member 2:

 Difficulty communication with other team member.

 Sense of initiative.
 Feel in genuine from other team member.
 Misunderstanding with team member 1 on the work

Manager : Good morning ladies and gentleman, I am glad to see all of you here team
member 1, team member 2 and team member 3. First of all I want to hear the
progress of the project and the progress of new customers who will be the target
of the company
Team 1 : There has been a little progress in increasing new members this month, but the
results are not significant and far from the target set of 10% new members. I also had a little
trouble working with the team 2 members because I think there was a misunderstanding
between us.
Manager : ask questions and listen to statements from team members 2
Team 2 : The work to increase new members is a little difficult because team 1 does not
work well with team members 2. I think that the work of team 1 members is slightly delayed and
not in line with the targets that have been set.
Manager : discussing the problem and find the effective way to solve the problem with the
miscommunication and the weekly targets or the cultural emotion.
Then asking the Team member 3 to explain the finding and problem during work.
Team 3 : I had some problems with unclear information and communication between
other team members. I want to discuss about this, and I haven’t work related problems
Manager : Make sure all team member is being listened and find the best solution to solve
the problem. Encourage the team member to work together in order to achieve the same goals
and targets. Asking them to working together as a team and give the team members to find the
effective way that working to achieve the 10% targets (marketing strategy). After that asking the
team to report the marketing strategy that they proposed.
And after the manager agree to the marketing strategy, the manager will follow up the
report for the result from: marketing targets, teamwork, team Communication.
 - Record outcome in the team performance strategies:

Team Performance Strategies

Prepared by: Oktaviana
Date: 17/10/2021
Organisational Increase membership by 10%.
Goals: To create good relationship between team members.

Team Performance Team Member 1 is currently not on good terms with Team Member 2 due to a misunderstanding at work.
Issues Team Member 2 is frustrated with Team Member 1 because they think that the other person is not doing their
job properly.
-
 Date of
Date
Opportunity Strategy Implementatio Outcome
Implemented
n
Understand their Take the time to discover or Discuss with them their goals and
motivations discover them as people 18/10/2021 aspirations, where they’d like to
rather than just employees. 17/10/2021 develop and progress, how they’d
To pay attention to their Supervisor like their roles and careers to
lives and their Signature: develop.
Oktaviana
Develop individual By developing the goals and
Create a profile of each
motivation plans/profiles 18/20/2021 objectives with the team and
employee/team member
helping them to translate those
that can be added to and goals to their own performance
Supervisor
enhanced to improve your you make a strong connection
17/10/2021 Signature:
understanding of them and Oktaviana with their motivations.
their needs.