Emotional Intelligence In Conflict Resolution

emotional intelligence during conflict

The term Emotional Intelligence has been steadily gaining popularity over the past decade. Business owners and leaders are finally beginning to realize that a person’s emotional intelligence is just as important – if not more important than experience and other measurables. This week’s author, Bob Jerus, is a leading expert on emotional intelligence and has outlined 1. What is emotional intelligence? 2. Why emotional intelligence is important? and 3. How to teach/improve upon the emotional intelligence of your team members? Do not miss these valuable tips to ensure your team maximizes its emotional intelligence in conflict and ensures optimal outcomes.

Emotional Intelligence In Conflict Resolution

by Robert Jerus

U sing your emotional intelligence in conflict can resolve primary level confrontations and fallout. Likewise, a lack of emotional intelligence (EIQ) self-awareness and focus can result in greater interpersonal conflict. To create achievable and sustainable priorities when working with others, your EIQ’s inner resolution needs to establish what’s truly important and to what degree. Priorities, values, wants and desires need to navigate past our counterproductive tendencies of emotional intelligence during conflict.

Moods and emotional triggers frequently set off conflicts. Anger and negative feelings can be initiated quickly when our “hot buttons” are pressed. While our self-awareness deliberately leads to consciousness and focus on internal feelings, it’s our accrued and groomed self-management that handles our reactions and responses.

Discipline and self-control are consciously aware of negative feelings and their quick response. These need to be forestalled or mitigated appropriately. They can and do create obstacles to personal and professional achievement. Self-management connects rational thought to emotional expression.emotional intelligence in conflict

Emotional self-management of conflict:

  • Be conscious, deliberate and self aware. Understand the causes and effects of conflict. Know personal triggers.
  • Have self-discipline, management and control. Assume personal responsibility to the ways conflict and confrontation are addressed. Make good choices.
  • Master negative thoughts and feelings. Free floating hostility, revenge thinking, anger, depression and a variety of negatives release counter-productive feelings. Not only are these self-defeating, they are contagious. Negative emotions keep both sides away from positive answers.
  • Have respect and constructive empathy. Start with the self. Determine to be the person you choose to be. Don’t let feelings take over. Have positive thoughts about others. They are not the enemies. They merely have a different point of view and/or set of interests. Understanding supports resolution.
  • Nurture positive thoughts and emotions. Optimism, likability and warmth make it easier for others to agree with you. Think and act with a good-natured attitude and others tend to respond in kind. Think positive…. look for opportunities. Seek to learn and serve. The outcomes are more advantageous.
  • Think abundance. Look for opportunities for everyone to gain. Win/win results are more acceptable to both sides. Consider possibilities and look for creative choices. Avoid thinking that looks for winners and losers.
  • Have integrity and ethics. Operate with clear values and principles. Avoid games playing and be a trustworthy negotiator. Think long-term resolution and future relationships.
  • Encourage everyone to think creatively. More possibilities and options set the stage for better answers. With positive feelings, it’s easier to communicate and take appropriate risks.
  • Communicate constructively. Consider verbal and nonverbal signals (yours and theirs). Listen. Take in feedback. Be an active partner in information sharing and management.
  • Build relationships. Use conflict and confrontation as learning experiences. Let them deepen connections and empower collaboration and connection in future dealings.

emotional intelligence in conflict

When applying emotional intelligence in conflict, negative expressions and emotional hostility is managed. Stress and tensions are lowered. The potential for mutual gains and cost effective answers grows dramatically.

But you must begin by first assessing your current emotional intelligence level. Only through self-awareness, can we hope to reinforce our EIQ strengths and overcome our struggles.

Courtesy of Assessments 24×7


About the Author

Robert “Professor Bob” Jerus is the author of Mind Matters: Applying Emotional Intelligence for Personal and Professional Success and co-developer of the Assessments 24×7 EIQ-2 assessment and new EIQ-2 360º assessment. He is a frequent keynote speaker at public and private engagements. Professor Bob has taught business, psychology and adult development at the university level. As a consultant, coach and trainer, he has worked with Fortune 500 Organizations and aspiring entrepreneurs.


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emotional intelligence
In general, both of our EIQ-2 assessments help users understand the correlation between the way they apply their emotional intelligence and the outcome of their interactions with others. While emotional intelligence is defined as an internalized process of perceptions, thoughts, and decisions, it exhibits in our observable behaviors. These observable behaviors make the EIQ-2 360º possible. They offer us an objective countermeasure to the inherent biases that can plague emotional intelligence self reporting.
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