A brief summary of the historical evolution of the concept of intelligence is presented and how the term emotional intelligence is developed with its respective models; which have been a fundamental tool to enhance the intellectual capital of the company.
Globalization, the way in which we communicate through the social networks offered by the internet and the news media, generate more and more technological challenges which not only help and facilitate being able to approach and carry out commercial and personal relationships in a short time, they also require us to be trained to use and handle them ethically.
Technology has allowed us to improve living conditions, therefore this technological challenge not only refers to the creation of new machines and more complex computer processes, but also involves nations to carry out policies and strategies that allow them within their framework economic to facilitate the development of organizational technology for the industry, as well as to promote the development of institutional technology, which is the seedbed of innovation and strengthening of companies, within an environmental management so that they can be sustainable and competitive in the global market. As stated by Kenichi Ohmae (2005) in his book The Next Global Scenario: “The world is not yet completely border-free… but in terms of four key factors in the life of business,the world has already achieved the possibility of effectively staying border-free. I have called these business factors the 4-communications, capital, corporations and consumers… "
Today's company has the obligation to carry out its products and services within policies that allow them to be responsible with the environment, bringing changes that benefit socially and economically, ensuring that their products have added value. The workers are in charge of transferring the technology, therefore they need to have greater knowledge that allows them to deal with more complex tasks that require creativity and competence to perform it, transmit that knowledge to other members of the company, as well as have integrity when responding to an unusual and critical situation that compromises the normal development of production activities, that is, to act intelligently.
Intelligence has always been the object of study from different points of view: how can it be conceived? How can it be measured? What are the factors that influence and make a difference in people's performance?
Francis Galton (1822-1911) was one of the first researchers to systematically study individual differences from a biological and adaptive perspective, demonstrating why some people differ from others in their mental capacity. For Galton these differences were innate because of what they were part of heredity.
In America James McKeen Catell in 1880 activated the establishment of psycho-experimental laboratories, as well as the dissemination of tests. He believed that it was feasible to obtain a measure of intellectual functions by sensory discrimination and reaction time tests. Performed memory, perception and motor tests. In 1890 he used the expression of mental test for the first time.
In 1905 Alfred Binet (1817-1911) commissioned by the French minister of public education who asked him to create a test that could be used in schools with the aim of locating the mentally handicapped so that they could receive special instruction, he carried out the first intelligence scale for children. Binet affirmed that "the fundamental organ of intelligence is judgment, in other words common sense, practical sense, initiative, the ability to adapt, judge well, understand well, reason well, are the essential springs of intelligence…". Binet did not deny influence of genetic factors, he also considered social influence.
The Binet scales were introduced to the United States by Henry Goddar. Later it was modified in 1916, in this new version of the Stanford-Binet test, the concept of the Intellectual Quotient (IQ) defined as the ratio between mental age and chronological age appears for the first time.
Charles Spearman (1863-1945) made the bifactorial theory, which is that intelligence is composed of a single general factor (factor g) and other specific factors (factor s). He believed in the existence of a general factor that defined it as "mental energy" that intervenes in all phases of human behavior and attributed an important role to specific capacities in each activity. Intelligence was made up of a general factor (g) that is hereditary and varies from one person to another; and of some specific factors (s) that represent the specific ability of a subject to a task, and it is education that influences these types of factors. For Spearman, "intelligence is a general aptitude that affects the success of tests whatever their nature…"
Louis León Thurstone (1887-1955) in contrast to the fact that intelligence is encompassed in a single factor, defended the theory of Plurifactorialism where he conceives of "intelligence as a combination of several distinctive and independent capacities…", carrying out a task would activate several of these links. There are 7 factors that he called primary mental abilities: verbal comprehension, verbal fluency, numerical aptitude, spatial visualization aptitude, mechanical memory, reasoning, perceptual aptitude. These factors are those that condition learning in general and the qualities that learning manifests in each of the subjects.
Intelligence can be defined as the mental capacity to reason, plan, develop abstract thinking, solve problems, overcome obstacles, learn from experience and adapt to the environment. The debate continues if it is a unitary factor or multiple factors.
David Weschler (1896-1981) Who was dedicated to developing intelligence scales (WAIS-WISC), defined intelligence as “the global capacity of the individual to act in a purposeful and intentional way to deal effectively with his environment…”.
Most researchers who study intelligence fall into one of these three approaches:
The psychometric approach: tries to determine and quantitatively measure the factors that make up intelligence (intelligence tests). How much intelligence does a person have.
The Piagetian approach: It is named after its manager, the Swiss psychologist Jean Piaget (1896-1980), who focuses on the quality of intellectual functioning, or what people can do. It refers to the evolution of mental structures and how children adapt to the environment. It maintains that knowledge develops in evolutionary stages, in a successive order. This approach is placed within structuralism.
The information processing approach: analyzes the process that underlies intelligent behavior, or how people use their intelligence. This approach believes that people handle perceptions and symbols; its object is to discover what people do with information from the moment they perceive it to when they use it. This approach gives rise to what is known as artificial intelligence.
It must be taken into account that man is a global being and intelligence is a factor that has been studied in isolation, therefore, although the research carried out is important because it gives us a guide, (especially the Piagetian approach) to Knowing the evolutionary development of man, it is important to know that it is accompanied by other factors such as physical and emotions. Our personality is a key factor when responding to a situation in which a problem has to be solved, for this reason the researchers themselves pointed out that the study of intelligence is something without conclusion.
Thorndike (1874-1949) in 1920 published an article entitled: "intelligence and its uses" where he explains the meaning of intelligence and introduces the social component in its definition. It indicates the existence of three types of intelligence: abstract intelligence, mechanical intelligence, and social intelligence. Defines abstract intelligence as the ability to handle ideas and symbols such as words, numbers, chemical and physical formulas, laws, among others. Mechanical intelligence as the ability to understand and handle objects and utensils such as weapons, ships. Social intelligence as the ability to understand and know how to handle men and women; in other words, act wisely in human relationships. Thorndike is the first to bring what is now known as emotional intelligence to the table.
In 1983 Howard Gardner presented his theory in the book "frames of mind: the theory of multiple intelligences" where he exposes that intelligence is not a unitary factor, but rather a diversity of intelligences that marks the potential of the individual, for which he proposes to consider the concept of "multiple intelligence". It uses the concept of multiples in order to highlight unknown capacities and with the noun of intelligences it highlights that these capacities are as fundamental as those traditionally detected by IQ tests. According to this theory, all human beings have eight intelligences that are different and independent, some develop more than others, according to the cultural environment in which they develop, which is why Gardner affirms that intelligence is a capacity that can be developed.The eight intelligences are: linguistic, logical-mathematical, bodily and kinetic, visual and spatial, musical, interpersonal (social intelligence), intrapersonal, and naturalistic intelligence. It should be noted that within the intelligence categories there are two forms of personal intelligence: interpersonal intelligence as the ability to understand other people, which motivate them to be leaders in their groups and have the facility to establish relationships with others. the rest. Intrapersonal intelligence as the ability of the subject to know herself, her emotions, her reactions, and how to handle them to function in the environment. Gardner reaffirms what Thorndike once expressed as social intelligence.This reaffirmation that Gardner makes when introducing these two types of personal intelligence becomes the basis or pillar for the investigations that Peter Salovey and John Mayer would carry out in 1990 and later Daniel Goleman for the theory of emotional intelligence.
The term Emotional Intelligence was coined by Peter Salovey and John Mayer in 1990 and defines it as a type of social intelligence that encompasses the ability to control and regulate the feelings of oneself and of others and use it as a guide for thought and action.. According to salovey and mayer “emotional intelligence includes the ability to perceive, value and express emotion; the ability to access and / or generate feelings when they facilitate thought; the ability to understand emotion and emotional awareness and the ability to regulate emotions to promote emotional and intellectual growth… ”. In their skills model, emotional intelligence is grouped into four branches:
Emotional perception: emotions are perceived, identified, valued, and expressed. Ability to discriminate and express emotions
Emotional thought facilitation: Emotions prioritize thinking and direct attention to the most important information. Regulating an emotion to master a difficulty helps generate creativity for the achievement of a goal. Ability to use emotions to carry out reasoning.
Emotional understanding: understanding and analyzing emotions, using emotional knowledge. Recognize the relationships between words and emotions, and then analyze them and interpret emotions.
Emotional regulation: it is not only knowing but managing emotions to promote emotional and intellectual knowledge. Regulate emotions (negative-positive) in oneself and in others.
Within this perspective it seeks to identify, assimilate, understand and finally manage (control and regulation) emotions. For these researchers, emotional intelligence represents the aptitude or ability to reason with emotions and as such is different from emotional achievement or emotional competence. These skills are hierarchical so that perceiving emotions would be the base and managing emotions would be the top.
Daniel Goleman (1995, 1997, 2001) defined emotional intelligence as “the ability to manage and recognize our own feelings, motivate ourselves and monitor our relationships…”. It takes as a basis the approaches of Mayer and Salovey (1990) and makes a model based on personal and social competencies, and defines it as a model of emotional competencies:
Knowledge of one's own emotions: the ability to recognize the feeling the moment it appears. It is the cornerstone of emotional intelligence.
Ability to control emotions: control our feelings and adapt them to the moment.
Ability to motivate oneself: helps with social skills.
Recognition of the emotions of others: empathy, key to tune in to the needs of others.
Control of relationships: allows us to properly relate to the emotions of others.
Subsequently, more than twenty characteristics have been added to these five competencies, as well as it has been adapted to predict personal success in the workplace and in organizations. Goleman affirms that if a person handles these competitions it is effective in its surroundings.
Reuven Bar-On (1997) this model emerged as a response to the question of why some individuals are capable of being successful in life and others are not. Her research came to identify five areas of operation to which other relevant factors are added to achieve success:
Intrapersonal intelligence: self-concept, emotional self-awareness, assertiveness, independence and self-actualization.
Interpersonal intelligence: empathy, social responsibility and interpersonal relationships
Adaptation: reality testing, flexibility and problem solving.
Stress management: stress tolerance and impulse control.
General mood: optimism and happiness.
In this multifactorial model, Bar-On subsequently redefines it as a comprehensive model and a measure of emotional and social intelligence, thus stating that “social and emotional intelligence is a multifactorial series of interrelated personal, emotional and social skills that influence our global emotional ability in an active and effective way to meet daily demands and pressures…. ”.
It is clear that emotional intelligence is the ability to know and regulate our feelings to achieve a good management of our personal relationships, but how to adapt them to the organization?
The answer lies in the intellectual capital of the company. Let us bear in mind that the organization is a social system, and in it there are relationships: worker-organization and organization-client or external environment. The authors of the different models of emotional intelligence agree that a self-regulation process must take place, in which we must get to know and identify our emotions, which by the way is a giant step that requires patience, encouragement, and mutual desire to the workers and the organization, this being the basis for managing them, carrying out the complete cycle; So we can transfer it to the organization through the three components of intellectual capital.
Intellectual capital has been defined as the combination of intangible or intangible assets which include knowledge of personnel, the ability to learn and adapt, relationships with customers and suppliers, the brand, products, the internal processes of an organization Although it is not reflected in traditional accounting statements, they generate value and are the basis for sustainable competitiveness. This generation of value is found in human capital, structural capital, and relational capital.
Human capital is the generator of value and potential source of innovation for the company (Viedman, Martí 2001), that is to say, the one that contributes the ideas to the organization, thus being a source of strategic innovation and renewal (Bontis, 1998). While it is true that the company must manage knowledge through training and spaces that allow work groups to hold workshops where they can socialize ideas and display their creativity, which is a necessary source for innovation, putting them into practice as a way of trial and error within the company, spaces must also be opened for the socialization of emotional intelligence. Human capital is immersed in a culture that defines the actions of the organization,Therefore, to manage and promote the development of emotional intelligence, the following points should be taken into account:
First, evaluate the Culture and the Work Environment, recognize how we perceive the work environment and the response to it, that is, what are the emotions that most project in the face of that reality and how they impact when executing an idea and transmitting it to work members. The work environment is the product of the organizational culture, the company through the years is developing a culture that influences the actions of employees, and is structuring the way of thinking, visualizing, and executing of its workers, that is, If a culture is coercing, places limits on action, and defines its objectives, the logical thing is that the worker limits himself in the basic execution of tasks without motivating himself to achieve objectives that can improve and innovate the work,in the same way, this delimits the relationships between workers since cooperativism is not generated. Reviewing these emotions leads us to know what I am influencing so that this climate is or is not appropriate, and allows us to specify where we can modify the culture model that is being lived in the company. These modifications must be made throughout the organization chart, so that the change to be made is fluid and permeable in all members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with the of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.Reviewing these emotions leads us to know what I am influencing so that this climate is or is not appropriate, and allows us to specify where we can modify the culture model that is being lived in the company. These modifications must be made throughout the organization chart, so that the change to be made is fluid and permeable in all members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with the of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.Reviewing these emotions leads us to know what I am influencing so that this climate is or is not appropriate, and allows us to specify where we can modify the culture model that is being lived in the company. These modifications must be made throughout the organization chart, so that the change to be made is fluid and permeable in all members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with the of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.and it allows us to specify where we can modify the culture model that is being lived in the company. These modifications must be made throughout the organization chart, so that the change to be made is fluid and permeable in all members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with the of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.and it allows us to specify where we can modify the culture model that is being lived in the company. These modifications must be made throughout the organization chart, so that the change to be made is fluid and permeable in all members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with the of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.so that the change to be made is fluid and permeable in all the members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with those of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.so that the change to be made is fluid and permeable in all the members of the organization, improves the relationship between bosses and subordinates and allows the realization of personal objectives in conjunction with those of the organization; In this way, the perception of the climate will be the same for all members of the organization, which explains that they are all on the same path, which is the productive goal and professional success.
A culture with stable policies and a healthy work environment helps to ensure that the sources of communication are clear, that is to say, the policies of the companies are those that define in a certain way the upper management and these in turn transmit it to their subordinates. Communication is key not only to establish a series of objectives and tasks that must be carried out in accordance with the rest of the team, but it is also key when it comes to providing incentives. It is more than demonstrated that it is not only the economic incentive that increases our motivation in our work environment, but also the incentive of recognition, when our work has exceeded expectations. The recognition of our work by superiors plays an important role in the development of our emotional intelligence.Almost always when a communication is made either verbal or written by a command, it is to convey a scolding or complaint, which produces a conditioning to which communication is synonymous with discomfort. Most companies do not encourage recognition and take it for granted; However, this is a mistake, since recognizing the work encourages the person to pose new challenges, strengthen their self-esteem, believe in their abilities, recognize their emotions and how they can use it, transmit knowledge, confidence and security to their co-workers. In other words, the result is a development of emotional intelligence and knowledge that benefits the intellectual capital of the company.which produces a conditioning to which communication is synonymous with discomfort. Most companies do not encourage recognition and take it for granted; However, this is a mistake, since recognizing the work encourages the person to pose new challenges, strengthen their self-esteem, believe in their abilities, recognize their emotions and how they can use it, transmit knowledge, confidence and security to their co-workers. In other words, the result is a development of emotional intelligence and knowledge that benefits the intellectual capital of the company.which produces a conditioning to which communication is synonymous with discomfort. Most companies do not encourage recognition and take it for granted; However, this is a mistake, since recognizing the work encourages the person to pose new challenges, strengthen their self-esteem, believe in their abilities, recognize their emotions and how they can use it, transmit knowledge, confidence and security to their co-workers. In other words, the result is a development of emotional intelligence and knowledge that benefits the intellectual capital of the company.Recognize your emotions and how you can use it, transmit knowledge, confidence and security to your co-workers, that is, the result is a development of emotional intelligence and knowledge that benefits the intellectual capital of the company.Recognize your emotions and how you can use it, transmit knowledge, confidence and security to your co-workers, that is, the result is a development of emotional intelligence and knowledge that benefits the intellectual capital of the company.
Second, this knowledge of emotions helps us identify which situations allow me the greatest deployment of my creativity and which do not. Based on this identification of emotions and situations, the emotional intelligence workshops focus on profiling the strengths and weaknesses of employees, in order for them to know which emotions they must learn to manage, so that in the moment or situation in which you are experiencing that emotion can identify it and be aware that you must regulate it, so that the situation instead of being adverse can transform it into something positive. It is here where group leaders are trained, who need fortitude to face the crises and disagreements that occur daily. The development of self-regulation is reflected in communication,Since by communicating clearly I can perceive and recognize the emotions of others, something important, because in this way the worker identifies what the other needs, and at the time of serving, the knowledge that is generated benefits both, developing the key empathy to establish appropriate interpersonal relationships not only within the company, but also in relationships with suppliers and customers that ultimately are the ones that promote the growth of the company.but also in relationships with suppliers and customers who ultimately are the ones that promote the growth of the company.but also in relationships with suppliers and customers who ultimately are the ones that promote the growth of the company.
Third, this process of knowledge and self-regulation is done only by the worker, the specialists in charge of carrying out the workshops serve as accompaniment, because it is clear to say that to stimulate and develop emotional intelligence, determination and time is needed, since each person is different. when it comes to assimilating and transforming their experiences into learning. The specialist is in charge of establishing clear and feasible objectives so that the worker can achieve them; encourage practice so that the worker knows how to recognize their emotions clearly in any situation; conduct performance reviews and evaluations prudently; motivate and recognize the changes acquired. It is good to make an observation and it is that the development of emotional intelligence,It must first of all be a motivation, that is to say that the workers are willing, it cannot be something imposed; changes are sought within the management of the organization, so it cannot be a copy of other models that have been implemented in different companies since the culture is its own; The specialists do not work miracles, since the changes take place little by little, and the most important thing is that they seek to discover those potentialities that the worker possesses but does not know and from this to replace, so to speak, the tools that become an obstacle in the today and now. At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.changes are sought within the management of the organization, so it cannot be a copy of other models that have been implemented in different companies since the culture is its own; The specialists do not work miracles, since the changes take place little by little, and the most important thing is that they seek to discover those potentialities that the worker possesses but does not know and from this to replace, so to speak, the tools that become an obstacle in the today and now. At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.changes are sought within the management of the organization, so it cannot be a copy of other models that have been implemented in different companies since the culture is its own; The specialists do not work miracles, since the changes take place little by little, and the most important thing is that they seek to discover those potentialities that the worker possesses but does not know and from this to replace, so to speak, the tools that become an obstacle in the today and now. At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.The specialists do not work miracles, since the changes are taking place little by little, and the most important thing is that they seek to discover those potentialities that the worker possesses but does not know and from this to replace, so to speak, the tools that become an obstacle in the today and now. At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.The specialists do not work miracles, since the changes are taking place little by little, and the most important thing is that they seek to discover those potentialities that the worker possesses but does not know and from this to replace, so to speak, the tools that become an obstacle in the today and now. At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.At no time is there talk of changes and transformations of the defense mechanism and resolution of internal conflicts that is only achieved in psychotherapy, which is another topic.
The learning acquired by human capital is transferred to the company in structural capital since these changes and transformations that take place remain in the culture, in the management of transmitting knowledge through operating systems, and most importantly in the management of human talent, which is what directs the role of the worker, and the person in charge of enhancing human development within an appropriate environment with healthy psychosocial factors; In other words, the company is acquiring a stamp in its way of acting and this can be observed in multinational companies which, regardless of which nation they are carrying out their work in, are coupled to the culture and custom of the environment without making major changes in their policies and in his actions;This is due in large part to this accumulation of knowledge that allows the company to learn which strategies are fixed when entering a new market and which ones must be renewed, reflected in relational capital.
The relational capital is nourished by the information and the experience that human capital has achieved and that has been impregnated in the structural capital, therefore the emotional intelligence that is developed is reflected in the alliances and commercial relations, that the company you have acquired over time and you can turn it into a commercial benefit through other sources such as connectivity that is necessary today; the dissemination of knowledge through conferences, symposia with business associations which allow the space to exchange ideas on the future of business and legislation, which facilitate expansion to other markets, as well as the achievement of new businesses;social responsibility with the environment since, to the extent that it is self-sustaining, it promotes awareness and stimuli in society to manage projects that are friendly to our environment. These sources cement the "emotional image" perceived by society, consumers, suppliers, which generate trust and increase the value of the market assets that have been the brand, the loyalty of the clientele that ensures repeat sales, distribution channels, orders and franchises, which ultimately give the company respectability, prestige and productivity.which generate trust and increase the value of the market assets that have been the brand, the loyalty of the clientele that ensures repeat sales, the distribution channels, orders and franchises, which ultimately give it respectability, prestige and productivity to the company.which generate trust and increase the value of the market assets that have been the brand, the loyalty of the clientele that ensures repeat sales, the distribution channels, orders and franchises, which ultimately give it respectability, prestige and productivity to the company.
In this sense, a company that encourages the development of emotional intelligence in its intellectual capital, in the company of technological potential, has the possibility of being within the global economy, of adapting to a dynamic and changing economic world, as well as transforming paradigms that contribute to the creation of new economic and sustainable platforms essential for business development.
