Emotional Intelligence: Overview, Applicability and Value - Q3

Ideas For Future Consideration And Application
� Proliferation, dilution, and integration of the ‘Big Four’ models within and among ‘disciples’
and other non-’Big Four’ providers.
� Competing’ EI models are viewed as complementary and can be used in different
applications within the same organization, e.g., multiple / parallel applications of EI
development related activities - Mayer/Salovey/Caruso or Goleman/Boyatzis based training
programs are implemented to increase organizational performance – BarOn or Cooper /
Orioli based training programs to promote changes in individual employee mood or wellness.
� Organizations should design individual job roles / responsibilities to assist personal
development of EI - with training and coaching as a supplement; rather than focus exclusively
on EI development through training and coaching.
� Marketing is not traditionally a core competency / competitive advantage of academic and/or
research based institutions. EI as an industry must continue to learn how to market itself, i.e.,
communicate and deliver its value proposition.
� The emotional intelligence field appears poised for the growth phase along the industry
lifecycle S-Curve due to the following:
� Amount of substantive research being conducted, published, communicated and applied;
� Exponential adoption evolution process stemming from organizational case study
successes;
� A changing US economic environment dominated by service companies that is resulting
in a different mindset of new philosophies required to manage groups and individuals.
35 **DRAFT**