MC

Self-Awareness & Emotional Intelligence Lecture

Definition & Core Idea

  • Self-awareness = the ability to understand oneself and the impact one’s behaviour has on others.
  • Frequently assumed but rarely examined; requires deliberate reflection despite modern time pressure & tech-mediated communication.

Neurological Perspective — The Chimp Paradox (Steve Peters, 2012)

  • Human brain can be simplified to 7 inter-working “brains”.
  • Three most relevant to psychology (collectively the “psychological mind”):
    • Frontal (logical thought) ⇒ nicknamed “the Human”.
    • Limbic (emotional driver) ⇒ nicknamed “the Chimp”.
    • Parietal / memory systems (reference storage) ⇒ nicknamed “the Computer”.
  • Key dynamics
    • Each component has distinct agendas & speeds → internal conflict.
    • The Chimp is fast, powerful, protection-oriented; often overrides rational processes producing emotional outbursts.
    • As experience grows, the Human draws on a larger database in the Computer, strengthening logical regulation.
  • Practical takeaway
    • Recognising which “part” is active enables conscious management of emotional reactions.
    • Goal = harness the Chimp’s energy while avoiding maladaptive outbursts.
    • Model is a deliberate simplification to aid everyday application.

Emotional Intelligence Framework (Daniel Goleman, 1995)

  • Emotional Intelligence (EI) = measured as EQ as opposed to IQ.
  • Consists of 5 pillars:
    1. Self-awareness (foundation).
    2. Self-regulation.
    3. Self-motivation.
    4. Empathy.
    5. Social skills.
  • Sequential logic
    • Accurate self-awareness → intentional regulation → clarity of intrinsic motivation → capacity to empathise → enhanced social competence.

Contemporary Research — Eurich & Goleman Study

  • Sample size ≈ 5000 participants.
  • Identified two distinct forms of self-awareness:
    • Internal Self-Awareness: insight into one’s own passions, values, aspirations, fit, reactions.
    • External Self-Awareness: understanding how others perceive those same attributes.
  • Non-correlation finding
    • High internal ≠ high external; leaders often excel at one and neglect the other.
  • Empirical correlations
    • High internal ⇒ greater job satisfaction & relationship satisfaction.
    • High external ⇒ stronger empathy & broader perspective-taking.
  • Recommendation: develop both forms simultaneously; prioritising one alone limits effectiveness.

Implications for Leadership & Coaching

  • Coaches must cultivate personal self-awareness before guiding coachees.
  • Leaders’ performance, relationship quality, and ethical decision-making improve with balanced self-awareness.
  • Investing time + effort (reflection, journaling, feedback loops, mindfulness) yields long-term adaptive capacity.

Action Checklist Exercise (summarised)

  • Weekly reflection table prompts:
    • Highlighted interaction → description of a real event.
    • Consequence → immediate & downstream effects on self and others.
    • Future adaptations → planned behavioural tweaks informed by insight.
  • Related analytical tool: SWOT Analysis for personal strategic reflection.

References Mentioned

  • Peters, S. (2012) The Chimp Paradox: The Mind Management Programme for Confidence, Success and Happiness.
  • Goleman, D. (1995) Emotional Intelligence.
  • David, S., et al. (2018) Self-Awareness (HBR Emotional Intelligence Series). Harvard Business Review Press.
  • Additional organisational context: KnowledgeBrief & Vodafone platform notes (no proprietary content included).

Ethical & Practical Considerations

  • Misjudging external perceptions can impair inclusivity and team morale.
  • Recognising neurological underpinnings avoids moralising emotional reactions; frames them as manageable processes.
  • Continuous feedback encourages a growth mindset and resilience under pressure.

Key Numbers & Equations (for quick recall)

  • Total simplified brain subsystems: 7.
  • Psychological mind components: 3 (Human + Chimp + Computer).
  • EI pillars: 5.
  • Study participants: 5000.

Conceptual Connections & Real-World Relevance

  • Aligns with prior lectures on leadership styles, cognitive bias, and mindfulness (assumed curriculum link).
  • Supports real-world scenarios: conflict resolution, change management, high-stress professions.
  • Provides a scaffold for integrating neuroscience, psychology, and management practice.