Conflict is not a Contest

Pseudo Conflict
• Breakdown in communication
• Even in good communication up to 85% of original meaning is lost
• 4 stages of communications: What I think, what I say, what you hear, what you tell me
you heard
• Can develop into an ego conflict without clarification
• Utilize active/empathic listening
• Get clarification/feedback
• Establish common ground, come to an understanding
Simple Conflict
• I think it should be done this way you think it should be done that way
• Disagreement about an issue, procedure, process, information – not about who is right or
wrong
• Methods for resolving a simple conflict
Ego-Conflict
• When being right is more important than resolving an issue
• Feel personally attacked, become defensive
• Biased, projective, data only listening
• Resolving an ego-conflict
EQ

Before analyzing EQ and IQ, let us familiarize ourselves with what exactly these terms mean.
Emotional Quotient (EQ) refers to an employee’s ability and understanding of his or her
emotions along with his or her colleagues’ emotions at the workplace to create better work
coordination and environment.
In contrast, Intelligence Quotient (IQ) defines the level of intelligence an employee possesses to
understand, interpret and implement one’s knowledge in varied situations leading to his or her
growth as well as the Company’s.
IQ is mainly used to measure one’s cognitive capabilities, such as the capacity to learn or
understand new situations; reasoning through a given predicament or setting and the ability to
apply one’s knowledge in current circumstances. Emotional Intelligence (EI) skills do not limit
themselves to sympathy, intuition, imagination, flexibility, stress management, management,
truthfulness, genuineness, intrapersonal skills and interpersonal skills but extend far beyond
these.
When working in an organization, an employee with higher EI than others can convince his or
her colleague(s) about a certain argument by appealing to their emotions rather than presenting
facts and figures. While judging an individual’s EI, keep in mind these few points:
• An employee’s ability to comprehend and apply his or her personal emotions
• An employee’s ability to express his or her feelings, beliefs and thoughts
• An employee’s ability to recognize and appreciate his or her own potential
• An employee’s ability to manage his or her personal and professional life under stress
and pressure
• An employee’s ability to adapt to different work environments and handle varied
challenges that come his or her way
• An employee’s ability to possess self-confidence
• An employee’s ability to not only work towards the growth of the Company but also
towards the growth of his or her co-workers
For best results, employees must develop communication and organizational skills for good
decision-making as well as good inter-personal relations with co-workers. An individual’s
success rate at work depends on his or her EQ as well as IQ in the ratio of 80:20.
Why 80:20? Well, because, EQ help individuals build and maintain relations with peers and
superiors, increases productivity and opens up doors for clarity in communication (good listening
habit is integral to EQ).
While hiring, corporates look at an individual’s EQ rather than IQ. Having a high IQ will help
build interpersonal and intrapersonal skills to a certain extent, unlike EQ, which talks about one’s
character based on the way he or she writes or replies to mail, collaborates and networks with
peers and subordinates and works towards attaining Company goals.
EMOTIONAL LABOUR

Emotional labor is a form of emotional regulation wherein workers are expected to

display certain emotions as part of their job, and to promote organizational goals.
The intended effects of these emotional displays are on other, targeted people, who
can be clients, customers, subordinates or co-workers.[1]

Abstract

Emotional dissonance, or person-role conflict originating from the conflict between expressed and experienced

emotions, was examined. The study was based on a reconceptualization of the emotional labor construct, with
dissonance as a facet rather than a consequence of emotional labor. The effects of emotional dissonance on

organizational criteria were isolated, thereby explaining some of the conflicting results of earlier studies. Empirically,

job autonomy and negative affectivity as antecedents of emotional dissonance, and emotional exhaustion and job

satisfaction as consequences of emotional dissonance, were explored. Self-monitoring and social support were

tested as moderators of the emotional dissonance-job satisfaction relationship. Significant relationships with job

autonomy, emotional exhaustion, and job satisfaction were found. Social support significantly moderated the

emotional dissonance-job satisfaction relationship.