Organisational

Behavior
Lect ures 8.9 &10
Underst anding Self
Organizational Behavior for the Individual

The following were the top five personal qualities/skills:

Honest y/ Mot ivat ion/

int egrit y init iat ive

Communicat ion Int erpersonal St rong work

skills (verbal and skills (relat es et hic
writ t en) well t o ot hers)
It all starts with YOU

A self aware person can

Frame organised Take correct

t hought s act ions

Make Good Is able t o

decisions succeed sooner
Johari Window Model

▪ The Johari Window model was propounded

by Joseph Luf t and Harringt on Ingham in
t he year 1955

▪ The model consist s of f our quadrant s, each

of which det ermines a dif f erent
combinat ion

▪ These combinat ions are a result of f act s

known or unknown by oneself about
himself along wit h t he f act s known or
unknown t o ot hers
Johari Window Model

Arena/ Open :

▪ The arena or open area represent s everyt hing

which is made public or is commonly known
oneself and t o ot hers t oo

▪ It includes a person’s behavior, at t it ude, skills,

st rengt hs, weaknesses, et c.

Blind Spot:

▪ The area of t alent or a specif ic t rait or behavior

of a person which can be posit ive or negat ive,
known t o ot hers; however, t he person himself is
unaware of it
Johari Window Model

Facade/ Hidden :

▪ It is a hidden area which is secret ly known t o

t he person alone, i.e. his f eeling, emot ions,
ideas, et c., while ot hers are unaware of it

Unknown Area:

▪ The area which remains undiscovered by t he

person himself or herself and also hidden f rom
ot hers, is t ermed as unknown areas

▪ This area consist s of new opport unit ies and

scope f or development along wit h t hreat s and
uncert aint ies
 Johari Window Model
Self-Awareness
▪ It act s as a self -analysis t ool
Thus, making oneself aware
of his/ her st rengt hs,
weaknesses, opport unit ies
and t hreat s by considering
t he views of ot hers t oo
Personal Development
▪ It provides scope f or
bet t erment since t he blind area
reveals t hose unknown f act s
which are known t o ot hers but
may have been ignored by t he
individual himself
▪ It provides scope f or
bet t erment since t he blind area
reveals t hose unknown f act s
which are known t o ot hers but
may have been ignored by t he
individual himself
Johari Window Model

Group Dynamics:
▪ The Johari window encourages open
conversat ions and f eedback wit hin a
group

▪ This enhances group perf ormance and

develops a mut ual underst anding
among t he group members by
eliminat ing t he problem areas and
misunderst andings
Application of Johari Window at work

Example
▪ Ajay has recent ly joined XYZ company

▪ Being new t o t he company as well as t o t he t eam,

he is unf amiliar wit h t he people, organizat ion and
work et hics at XYZ

▪ This leads t o a shrunk arena and t he blind area,

whereas t he hidden f ield and t he unknown region
is vast

▪ This could lead t o conf usion, mist rust , conf lict s

all result ing int o low product ivit y
Application of Johari Window at work

▪ However, af t er a year, Ajay becomes f amiliar t o

t he organizat ion and wit h each member of his
t eam

▪ He has managed t o gat her maximum inf ormat ion

about his co-workers and t he company

▪ The ot hers t oo, now have a f air idea of his abilit ies,
behaviour, skills and at t it ude

▪ This ult imat ely expands t he arena or t he open

area, and decreases t he hidden f ield as well as t he
unknown area

▪ A well connect ed t eam ult imat ely t ranslat es int o

Higher Mot ivat ion and Bet t ered Product ivit y!
Application of Johari Window at work
As we know t hat all t he
f our quadrant s are unique
but t o maint ain
t ransparency and cordial
relat ions wit hin a t eam, it
is essent ial t o maximise
t he arena or t he open area
Thus, t he Johari window
aims at t he improvement of
int erpersonal relat ionships,
behavior, at t it ude and skills
wit hin an organizat ion by
cont inually assessing t he
scope of growt h
 OB Toolbox

A realist ic Ident if ying area

view of self of excellence

Road map f or self

development
IQ or EQ

What is
critical for
success?
IQ or EQ: Comparison

Ability to think Ability to feel

Gets through school Gets through life

Not possible to raise IQ level Possible to raise

Cannot be earned Can be learned

IQ or EQ

Emotional Intelligence is the ability to recognize emotions

and develop a clear understanding of how they affect oneself
and others around us in the workplace
IQ or EQ

People with a high degree of emotional intelligence can

empathize and easily identify people’s viewpoints, needs
and wants
EQ

What is Emotional Intelligence ?

▪ Emot ional Int elligence is about -

Abilit y t o reason Underst anding t he Managing one’s Responding t o t he

wit h emot ion and needs and f eelings of emot ions well sit uat ion appropriat ely
label t hem correct ly oneself and ot hers

To succeed in the corporate world it is imperative to handle transactions well

EQ

Why EQ Matters in the Workplace?

▪ Most recruit ers if asked if t hey would hire

people wit h higher EQ or IQ, t hey of t en
respond in f avor of employee's EQ more
than their IQ
− Emot ional int elligence is widely
recognized as a valuable skill t hat helps
− Improve communicat ion
− Management
− Problem-solving
− Relat ionships wit hin t he workplace

▪ It is also a skill t hat researchers believe can

be improved wit h t raining and pract ice
EQ

Facts to consider..

Working wit h Problems at

people means work usually
Behavior is driven
working wit h a arise f rom
by emot ions
myriad of unmet
Emot ions emot ional needs

Emot ional Career Derailment

Emot ions are
mat urit y is a hence can be
Cont agious
great predict or t raced back t o
bot h posit ive
of success at lack of Emot ional
and negat ive
work and in lif e Int elligence
EQ

Why EQ Matters in the Workplace?

High EQ in the Workplace Low EQ in the Workplace

▪ Making bet t er decisions and ▪ Playing t he role of t he vict im or

solving problems not t aking personal
responsibilit y f or errors
▪ Keeping cool under pressure
▪ Having passive or aggressive
▪ Resolving conf lict s communicat ion st yles

▪ Having great er empat hy ▪ Ref using t o work as a t eam

▪ List ening, ref lect ing, and ▪ Being overly crit ical of ot hers or
responding t o const ruct ive not open t o ot hers' opinions
crit icism
EQ

Characteristics of a Person with High EQ

1. Open-Minded 4. Observant 7. Personally Mot ivat ed

2. Art iculat e Feelings 5. Leads by Example 8. Helpf ul
3. Empat het ic 6. Act ive List ener 9. Balanced
10. Transparent
EQ

Characteristics of a Person with High EQ

Self-awareness Managing Emotions

Self Motivation Empathy Handling relationship

 Social Awareness
Self-Awareness Emot ionally Int elligent
Emot ionally Int elligent people Communicat e and
people are aware of how Relat e well wit h ot hers.
t hey f eel, What Mot ivat es They List en and Adapt
and De-mot ivat es t hem t heir Communicat ions t o
ot hers Needs

Relationship
Self-Management Management
Emot ionally Int elligent Emot ionally Int elligent people
people deal calmly wit h apply Emot ional Underst anding
in dealing wit h ot hers. They can
St ressf ul sit uat ions such Lead, Inspire, Give Convincing &
as Change and Inspiring Message, & Can Init iat e
Int erpersonal Conf lict s Change
 Social Awareness
Self-Awareness Emot ionally Int elligent
Emot ionally Int elligent people Communicat e and
people are aware of how Relat e well wit h ot hers.
t hey f eel, What Mot ivat es They List en and Adapt
and De-mot ivat es t hem t heir Communicat ions t o
ot hers Needs

Relationship
Self-Management Management
Emot ionally Int elligent Emot ionally Int elligent people
people deal calmly wit h apply Emot ional Underst anding
in dealing wit h ot hers. They can
St ressf ul sit uat ions such Lead, Inspire, Give Convincing &
as Change and Inspiring Message, & Can Init iat e
Int erpersonal Conf lict s Change
Self Awareness

It is one of t he f oundat ional

You can learn t o cont rol your
component s of emot ional
response t o any t rigger
int elligence

Self -awareness
Labelling our emot ions
involves being aware of
correct ly enables us t o
dif f erent aspect s of
handle t hem in a
yourself , including your
mat ure manner
emot ions and f eeling

Self -awareness involves being

“No one can make you aware of dif f erent aspect s of
feel a certain way Your yourself , including your
emotions come from you” emot ions and f eelings
Labelling Emotions

Emotions are Universal

Is the 1st step towards managing emotions

Labeling what and crucial to understanding others
you actually feel
Self Awareness and Labelling Emotions

▪ The primary benef it of labeling emot ions is t hat we’re able

t o prevent severe decision making based on f leet ing
responses
▪ Example - If we’re angry, we may t hink poorly and react
inst ead of being proact ive. This “react ion” is caused by not
underst anding ourselves
▪ The secondary benef it is our abilit y t o bet t er def ine what
we’re honest ly f eeling
▪ Example - we may be angry at somet hing, but t he
underlying cause may be sadness. Through proper
emot ional labeling, we can underst and ourselves bet t er
Self Awareness and Labelling Emotions

Inst ead of viewing everyone These skills are invaluable in

Last , is an increased
abilit y t o underst and
t he emot ions of ot hers
as shallow, we can
acknowledge wit h more
f inesse when someone may
f eel embarrassed or sad
building communit y and
helping ot hers. However, we
must always mast er our own
emot ional labeling f irst bef ore
we can saf ely help ot hers
Video Tutorial: The Angry Birds
Controlling Emotions

https:/ / www.youtube.com/
watch?v=pFkRbUKy19 g
 Social Awareness
Self-Awareness Emot ionally Int elligent
Emot ionally Int elligent people Communicat e and
people are aware of how Relat e well wit h ot hers.
t hey f eel, What Mot ivat es They List en and Adapt
and De-mot ivat es t hem t heir Communicat ions t o
ot hers Needs

Relationship
Self-Management Management
Emot ionally Int elligent Emot ionally Int elligent people
people deal calmly wit h apply Emot ional Underst anding
in dealing wit h ot hers. They can
St ressf ul sit uat ions such Lead, Inspire, Give Convincing &
as Change and Inspiring Message, & Can Init iat e
Int erpersonal Conf lict s Change
Self Management

▪ Stop: The next t ime your emot ions are so

st rong t hat you f eel hijacked by t hem and f eel
a st rong urge t o t ake an act ion t hat you may
regret lat er on, st op right t here and t hink!

▪ St art looking f or cues and t he t hought s and

f eelings t hat have aggravat ed t hat behavior

▪ Drop: Now t hat you are t hrough wit h t he most

dif f icult part , engage yourself in an act ivit y
t hat will help you calm down

▪ Wit hout dropping t he int ensit y of your

emot ions you may never be able t o t hink clearly
and rat ionally
Self Management

Process: First of all, ident if y t he

This will help t o adapt t o t he
emot ions you are f eeling. It is
sit uat ion, irrespect ive of
bet t er t o updat e you ‘emot ions-
how it is
vocabulary’ f or t his purpose

Once you have ident if ied

what precisely it is t hat
you’re f eeling, t hink about
it s source and f ind out why
you are f eeling t hat way
Self Management and the Ventilation Fallacy

▪ It is usually accept ed t hat when

on is upset , it helps t o share

▪ Therein, lies t he Fallacy

▪ Yelling, Raving, Ranting, Posting

cryptic messages on social media
hardly alleviat es t he emot ional
st at e, rat her of t en prolongs it

▪ Inst ead of ruminat ing over it ,

Goleman advocat es concisely
divert ing our at t ent ion
How to Manage Self

Rahul is a young man,

aged 22

This serves as a dist ract or

He is overweight and t his and elevat es his
weighs in heavily on him psychological st ress but
making him insecure and in a mat t er of 4-6 mont hs
socially inept t his has a physiological
impact as well

Af t er many mont hs of
“talking about his
feelings”, he is
advised t o join a gym
How to Manage Self

▪ Remember, Availability Bias will

always add on t o negat ive
f eelings

▪ Taking up a dist ract ion -

physical or ot herwise, t o
dist ract your brain and raise it
t o a higher energy level can be
done t hrough MOTIVATION

▪ Mot ivat ion can be cult ivat ed

OB Toolbox: To Cry or Not to Cry? That Is the Question…

▪ As we all know, st ress can build up. Advice

t hat ’s of t en given is t o "let it all out " wit h
somet hing like a cat hart ic "good cry." But
research shows t hat crying may not be as
helpf ul as t he adage would lead us t o believe.
In reviewing scient if ic st udies done on crying
and healt h, Ad Vingerhoet s and Jan Scheirs
f ound t hat t he st udies “yielded lit t le evidence
in support of t he hypot hesis t hat shedding
t ears improves mood or healt h direct ly, be it in
t he short or in t he long run.” Anot her st udy
f ound t hat vent ing act ually increased t he
negat ive ef f ect s of negat ive emot ion. Brown,
S. P., West brook, R. A., & Challagalla, G. (2005)
OB Toolbox: To Cry or Not to Cry? That Is the Question…

▪ Inst ead, laught er may be t he bet t er remedy.

Crying may act ually int ensif y t he negat ive
f eelings, because crying is a social signal not
only t o ot hers but t o yourself . “You might
t hink, ‘I didn’t t hink it was bot hering me t hat
much, but look at how I’m crying— I must
really be upset ,’” says Susan Labot t of t he
Universit y of Toledo
OB Toolbox: To Cry or Not to Cry? That Is the Question…

▪ The crying may make t he f eelings more int ense. Labot t and Randall Mart in of Nort hern Illinois
Universit y at Dekalb surveyed 715 men and women and f ound t hat at comparable st ress levels, criers
were more depressed, anxious, host ile, and t ired t han t hose who wept less. Those who used humor were
t he most successf ul at combat ing st ress. So, if you’re looking f or a cat hart ic release, opt f or humor
inst ead: Try t o f ind somet hing f unny in your st ressf ul predicament
Self Motivation…. How to cultivate it ?

▪ For the most part, Passion drives Motivation. One needs to zero in on what drives them

▪ However, in areas where you lack Passion. Fortunately Motivation can be Cultivated

M - Money - M - Momentum -
Is growt h and t he f reedom t o
Acquiring wealt h and do what you want . It is about
possessions est ablishing aut onomy

M - Mastery -
M - Mates - Being able t o est ablish
Acquiring Mat es, yourself a leader at a
becoming popular part icular t opic/subject /
domain
Video Tutorial: Stanford’s The
Marshmallow Experiment

https:/ / www.youtube.com/
watch?v=QX_oy9 6 14HQ
 Social Awareness
Self-Awareness Emot ionally Int elligent
Emot ionally Int elligent people Communicat e and
people are aware of how Relat e well wit h ot hers.
t hey f eel, What Mot ivat es They List en and Adapt
and De-mot ivat es t hem t heir Communicat ions t o
ot hers Needs

Relationship
Self-Management Management
Emot ionally Int elligent Emot ionally Int elligent people
people deal calmly wit h apply Emot ional Underst anding
in dealing wit h ot hers. They can
St ressf ul sit uat ions such Lead, Inspire, Give Convincing &
as Change and Inspiring Message, & Can Init iat e
Int erpersonal Conf lict s Change
Social Awareness

“Being socially aware is important for

healthy relationships, both personal and
professional”

▪ Social awareness is t he abilit y t o

comprehend and appropriat ely react t o
bot h broad problems of societ y and
int erpersonal st ruggles

▪ This means t hat being socially aware

relat es t o being aware of your
environment , what 's around you, as
well as being able t o accurat ely
int erpret t he emot ions of people wit h
whom you int eract
Social Awareness

Social awareness requires competency in

following areas -

Social Signals
▪ Eye contact - Avoiding eye cont act is a powerf ul reject ion
signal t hat never communicat es anyt hing posit ive

▪ Facial expression - The best idea is t o smile. It benef it s

you personally, and it makes ot hers much more likely t o
t rust you

▪ Posture and position - An erect post ure is good f or you

and all of your int eract ions, not t o ment ion your overall
healt h and well being

▪ Touch - Can be a powerf ul nonverbal t ool when used

appropriat ely
Social Awareness

Social Signals
▪ To love and be loved - This is t he core of
our humanit y, and t he st rongest of all of
our basic needs. Set your int ent ion t o
communicat e love in all you do

▪ To be affirmed - we are all seeking

af f irmat ion and validat ion on some
level, all of t he t ime

▪ To be recognized - Smiles, greet ings

and t ouch, f ollowed by verbal
acknowledgment and recognit ion can
do wonders t o st rengt hen connect ions
wit h ot hers, and enhance your
relat ionship

▪ To be entertained - Develop your sense

of humor and your st oryt elling skills
Social Awareness

Positive View
▪ A posit ive social awareness will greatly increase your
ability t o f orm healt hy connect ions wit h ot her people

▪ Humanity - An opt imist ic view of humanit y will serve

you well in every aspect of your lif e

▪ Assume the best - When you hold ot hers in t he highest

possible regard, you're more likely t o see t he best
coming f rom ot hers

▪ Recognize value - Appreciat ion is all about increasing

value, so t he best way t o add value in your social
awareness is t hrough t he art of appreciat ion

▪ Seek connection - As human beings, we are all about

making connect ions

▪ The more connect ed you are t o ot her people, t he

smart er and healt hier you will be
Social Awareness

Humanity - This is in many ways t he most

common game around, somet imes ref erred t o
as t he Karpman Drama Triangle. Nobody
wins, and everybody plays all of t he posit ions-

▪ Hidden agendas - Everybody has t hem. We all

want love and recognit ion
▪ Our f ocus needs t o be on your own int egrit y, and
let ot hers do t heir own t hing
▪ Trust your gut feeling - You just can't know
everyt hing. Then leave t he rest up t o your
int uit ion...your gut f eeling about who t o connect
wit h, where t o set boundaries
▪ Look for integrity - Int egrit y means t hat words,
act ions and f eelings are in sync. St art wit h your
own, and work t oward personal int egrat ion. Then
seek out relat ionships wit h people where you
sense a high level of honest y and aut hent icit y,
where you get a sense of a solid individual. This is
t he basis f or all healt hy relat ionships
Empathy

▪ In it s simplest f orm, empat hy is t he abilit y t o

recognize emot ions in ot hers, and t o underst and ot her
people's perspect ives on a sit uat ion

▪ At it s most developed, empat hy enables you t o use

t hat insight t o improve someone else's mood and t o
support t hem t hrough challenging sit uat ions

▪ Empat hy is of t en conf used wit h sympat hy, but t hey

are not t he same t hing

▪ Sympat hy is a f eeling of concern f or someone, and a

sense t hat t hey could be happier

▪ Unlike empat hy, sympat hy doesn't involve shared

perspect ive or emot ions
Empathy
Empathy @ work

Few examples

▪ Your co-worker has a mount ain of work t o do and

will need t o come in over t he weekend t o f inish

▪ You don't do t he same kind of work, and t here's no

way f or you t o of f er pract ical help

▪ St ill, you know what it 's like t o lose a weekend t o

work, and you f eel really bad f or your colleague

▪ On Sat urday, you show empat hy by st opping by

t he of f ice wit h some cof f ee and donut s f or him,
along wit h a few encouraging word
Empathy @ work

Few examples

▪ Imagine you are a st udent and a f riend in your class

has just f ailed a major t est or exam

▪ Your f riend is dist raught because she st udied really

hard and st ill f ailed

▪ Even t hough you got a good grade on t his t est , you

remember what it is like t o f ail

▪ You don't t ry t o f ix t hings f or your f riend. Inst ead, you

make an empat het ic st at ement like, "I'm so, so sorry
about your grade. I know how hard you studied and
how disappointed you must feel"
 Video Tutorial: The
Importance of Empath

https:/ / www.youtube.com/
watch?v=UzPMMSKfKZQ
Activity Time
Framing Consequences
 Social Awareness
Self-Awareness Emot ionally Int elligent
Emot ionally Int elligent people Communicat e and
people are aware of how Relat e well wit h ot hers.
t hey f eel, What Mot ivat es They List en and Adapt
and De-mot ivat es t hem t heir Communicat ions t o
ot hers Needs

Relationship
Self-Management Management
Emot ionally Int elligent Emot ionally Int elligent people
people deal calmly wit h apply Emot ional Underst anding
in dealing wit h ot hers. They can
St ressf ul sit uat ions such Lead, Inspire, Give Convincing &
as Change and Inspiring Message, & Can Init iat e
Int erpersonal Conf lict s Change
Relationship Management

The last EQ domain that author Daniel Goleman identified is relationship management, and this is where
the first three domains converge

Developing Inspirational Change

others leadership catalyst

The compet encies

involved in managing
relat ionships include:

Influence Conflict Teamwork and

management collaboration
Relationship Management

These compet encies are of t en viewed as leadership

skills, but t hey are relevant out side of “leader/f ollower”
relat ionships, t oo

For example, “inspirat ional leadership” could

apply t o how you inspire and mot ivat e a f amily
member, a f riend, or a peer at work. “Change
cat alyst ” could apply when you f ind a bet t er
way t o work or a t echnology t o use and need
t o get your peers or managers on board
Relationship Management @ Work

▪ Dysf unct ions in t he workplace

of t en st em f rom the assumption
of ill will running rampant among
colleagues and t eams

▪ One of the most toxic ways that

poor relationship management
manifests at work is through
gossip. Talking about ot hers
behind t heir backs is common
pract ice in most workplaces
t oday, but it s killing collaborat ion
and cult ure
 Activity
Rapid Tale
Once upon a time....
Reviving the Art of Conversation

▪ Despit e t his massive increase in

connect ivit y, t he screens bet ween us
are of t en a barrier t o conversing in
ways t hat result in genuine connect ion
and underst anding

▪ It seems conversat ion may be

becoming a lost art . We can revive that
art again by recognizing and practicing
the conversation habits that
strengthen relationships
Reviving the Art of Conversation
Setting and Respecting Boundaries

Many people st ruggle wit h eit her not set t ing

boundaries f or t hemselves, or not respect ing
ot hers’ boundaries

Sometimes teamwork means

saying yes to helping others,
but sometimes it means
respectfully saying no
Reviving the Art of Conversation

Assuming Goodwill in Ot hers’ Int ent ions

▪ Assuming goodwill in ot hers’ int ent ions

can be t ough but it ’s absolut ely wort h it
t o nurt ure t hat mindset

▪ When you consciously choose t o

assume ot hers’ posit ive int ent ions,
you’re able t o of f er const ruct ive
f eedback when issues arise. By doing
t his, you’re not ignoring t he problem
and you’re not at t acking t hem – t hat ’s
how st rong, t rust ing relat ionships are
built
 Emotional intelligence isn’t a luxury
you can dispense with in tongh times.
It’s a basic tool that, deployed with
finesse, is key to professional success
- Harvard Business review, April 2003
 OB Toolbox:

Label and Manage Workable strategies Develop Empathy Manage

Emotions for Self Motivation for others Relationships