BELOW ARE THE 10 FILES FROM WHICH YOU NEED TO WRITE. AS YOU CAN SEE EVERYTHING MUST BE WRITTEN FROM ACADEMIC SESSIONS NO REFERENCE NEEDED ONLY 1500 WORDS Your task is to create a Professional Worksho

MBA502 Emotional Intelligence, Cultural Intelligence and Diversity Workshop Week 2 The Role of Emotion and Culture for Sustainable Change COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 ( the Act ). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice. 2 Last Week’s Recap • We learnt that the many forces of globalisation have accelerated the pace of change. • It is creating a new identity of people known as global citizens who, in embracing a global mindset, are concerned with important issues pertaining to human wellbeing and the sustainability of the planet. • With deep learning we can enhance our collective awareness to raise consciousness about the transformations taking place. • Emotional and cultural intelligence are important skills to reflect on the possibilities and dangers in this age of acceleration. Many Perspectives on Global Citizenship … “The world is my country, all mankind are my brethren, and to do good is my religion.” Thomas Paine, American Revolutionary, (AD1776) “I am not a citizen of the world. I think the entire concept is intellectual nonsense and stunningly dangerous!” Newt Gingrich, American Politician (AD2009) “We will no longer surrender this country or its people to the false song of globalism.” Donald Trump, President of the United States (AD2016 ) “We are obliged to know we are global citizens. Disasters remind us we are world citizens, whether we like it or not.” Maya Angelou, American Poet and Civil Rights Activist “I am a citizen of the world.” Diogenes , Greek Philosopher (412 BC) Workshop Objectives • What is self - awareness? • How can you become more self - aware? • Understanding:

– Positive and negative affect – Emotional labour – Intrinsic motivation • Strengths and weaknesses • The Johari Window Self - Awareness • The ancient dictum “Know thyself” has been attributed to great Western thinkers – Pythagoras, Socrates, Plato etc. Eastern Wisdom … “The purpose of life is …to know oneself. We cannot do so unless we learn to identify ourselves with all that lives.” Mohandas K Gandhi Self - Awareness • Self -awareness is one of the key attributes that distinguishes human beings from animals. • Being self -aware is about having a clear understanding of “how others perceive you, evaluating yourself and your actions according to collective beliefs and values, and caring about how others evaluate you.” (Baumeister 2005) • It therefore comprises two components: (Taylor 2010) – How you see yourself – The accuracy with which you detect how others see you Activity • Write down three words that you would use to describe yourself. Use positive words only. • Now form groups of three, four or five people. • On a sheet of paper, write down one word that you feel best describes each person in your group. Use positive words only. • Share the words that you wrote down about each other. • Were the words that your colleagues wrote about you similar to the words you wrote about yourself? • If so, that’s one sign of self -awareness. Self - Awareness • Self -awareness “reflects the importance of recognising one’s own feelings and how they affect one’s performance.” • It is key to “ realising one’s own strengths and weaknesses .” • We will now explore each of those components in more detail. Cherniss and Goleman, 2001 Your own Feelings • That sounds like a wishy -washy, touchy -feely concept, doesn’t it? • Well, it isn’t. Research has proven that being aware of your own feelings often results in significant work -related outcomes (Brief and Weiss 2002), such as:

– Stronger performance – Better judgements – Creative problem solving – Successful negotiations • The question, though, is how? • Activity: Each group will be allocated one of the outcomes noted above. In your group, identify at least five ways that self -awareness of your feelings could generate those results at work. More on Feelings • There are several feelings - related concepts of which you need to be aware. These include:

– Positive affect and negative affect – Emotional labour – Intrinsic motivation • We will now explore each of these in turn. Positive Affect • Does success lead to happiness? Or does happiness lead to success? • Many scholars suggest the answer is the latter via a psychological trait known as ‘positive affect’. • Hold on, was that a typo? Should it be ‘effect’ rather than ‘affect’? • No! Positive affect – with an a – is the term used to describe ongoing enjoyment, contentment, interest and satisfaction. • It reflects “the extent to which a person feels enthusiastic, active, and alert. High PA is a state of high energy, full concentration, and pleasurable engagement”. Watson, Clark and Tellegen , 1988 Negative Affect • In contrast, negative affect is “a general dimension of subjective distress and unpleasurable engagement.” • This includes “a variety of aversive mood states, including anger, contempt, disgust, guilt, fear, and nervousness.” • With such stark differences between positive affect and negative affect, you can probably see why voluminous amounts of research have discovered that positive affect results in numerous work -related advantages, such as those listed on an earlier slide. Watson, Clark and Tellegen , 1988 Affect: an Activity • So, let’s explore this further. • Are you more inclined towards positive affect? Or do you lean more towards negative affect? • The most widely used measure of PA and NA is known as The PANAS. • Follow the instructions on the next slide to see which of the two characterises you the most. Watson, Clark and Tellegen , 1988 The PANAS Watson, Clark and Tellegen , 1988 For each of the following characteristics, rate yourself accordingly based on how you feel overall when you’re at work. This is completely confidential. No one will see your answers. Positive and Negative Affect • So, does this mean that positive affect is always good and negative affect is always bad? • No, sometimes there are downsides to positive affect and upsides to negative effect. For example, research has shown ( Forgas 2011) that negative affect can result in: ✓ More articulate communication ✓ Fewer errors ✓ Better decision -making ✓ Less gullibility ✓ Clearer thinking Activity: Why is that? In groups discuss how it’s possible for negative affect to occasionally be positive. Positive and Negative Affect • The lesson to take away from this is simply to be self -aware . • If you’re aware that you’re a positive affect type of person, just be conscious that there’s a risk you may be prone to over -optimism, otherwise known as a rose -tinted view of life, which means you may overlook critical signs of trouble on the horizon. • Likewise, if you’re aware you’re a negative affect type of person, just know there’ll be times when you’ll have to force yourself into positivity for the sake of your colleagues, employees, managers and customers. • The more self -aware you are, the more easily you’ll adapt to the myriad situations that the modern workplace generates. Emotional Labour • Emotional labour is the term used to describe the management of your emotions for the purposes of work. • For example, you might be feeling lethargic and sad. Emotional labour is when, despite your own emotions, you nonetheless try to instill a sense of happiness or calmness in other stakeholders. These stakeholders will most often be customers or employees. • As a result, you’re likely to engage in something known as emotional acting. There are two types of emotional acting: ➢ Surface acting ➢ Deep acting Hochschild , 1983 Surface Acting Grandey , 2003 • Surface acting is when you mask your emotions. • It involves modifying your external displays of communication (such as facial expressions and body language) without also modifying your inner feelings. • “Doing this entails experiencing emotional dissonance, or the tension felt when expressions and feelings diverge.” • Research has shown this can result in emotional exhaustion, burnout, depression, negative reactions from others, and perceptions of inauthenticity. Deep Acting Grandey , 2003 • Deep acting is when you modify your internal feelings to match your external disposition. • This results in greater levels of authenticity. • Deep acting has “the power to convince an audience” (i.e. your customers, employees and other stakeholders). • Even though it takes effort to engage in deep acting, it does not lead to emotional exhaustion or emotional dissonance. Activity: Deep Acting • In this subject, and many others, you will be required to complete group assignments. • This will involve emotional labour , which means you’ll have a choice to either engage in surface acting or deep acting. • To prepare you for this inevitability, in your groups answer the following questions:

– What emotional labour are you likely to encounter? – When are you most likely to experience it? – And most importantly: How will you use deep acting to deal with these emotional demands? Self - Determination Theory • “Perhaps no single phenomenon reflects the positive potential of human nature as much as intrinsic motivation.” • That quotation is by Professors Richard Ryan and Edward Deci (2000), the pioneers of self -determination theory (SDT). • SDT comprises intrinsic motivation and extrinsic motivation. But what’s the difference? Activity: In your groups, come up with a list of intrinsic motivators and extrinsic motivators. Intrinsic Motivation • For the purpose of this workshop, we will focus briefly only on intrinsic motivation. • Why is that? Because it can be difficult for you to control extrinsic motivation, since those are tangible rewards often gifted to you by an employer. • Intrinsic motivation, though, can be far more heavily influenced by you. The Seven Intrinsic Motivators Malone and Lepper , 1987 Intrinsic Motivation Challenge Curiosity Cooperation Competition Control Fantasy Recognition Intrinsic Motivation: an Activity • The seven intrinsic motivators on the earlier slide were developed specifically to make learning and development more stimulating. • However, they can easily apply to daily intrinsic motivation on the job. • Of those seven, identify the one that you feel motivates you the most. • Then form groups based on the motivator that unites you. • Answer this question : When you’re feeling unmotivated at work, how could you use your preferred motivator to lift your levels of motivation – and positive affect – once again? Strengths and Weaknesses • “Our world seems naturally predisposed to tell us in which areas we are weak.” • That is why the strengths movement has become a revolution over the past decade -and -a -half. • More and more research is discovering that people are happier and more successful when they try to amplify their strengths than when they try to improve their weaknesses. • Adopting the strengths -based approach involves three stages: 1. Identification: What precisely are you good at? 2. Integration: What are you now thinking about and reflecting on? 3. Changed Behaviour: How are you now using your identified skills, and incorporating your talents, for greater success? Clifton and Harter, 2003 Weaknesses • Does this mean you should ignore your weaknesses? • No. It’s important to be aware of them. (There’s that word – awareness – again.) • By being aware of your weaknesses, you’re able to improve them if you have the capacity to do so, so long as you don’t do it at the expense of your strengths. • Some weaknesses, though, may never be rectified. Therefore, by being aware of what they are, you’ll know when to at least just keep them in check. • This is precisely where the Johari Window can help. The Johari Window • The Johari Window is an information processing tool. • It “represents information – feelings, experience, views, knowledge, attitudes, skills, intentions, motivation, etc. within or about a person – in relation to their group, from four perspectives.” Luft and Ingham, 1961 The Johari Window Luft and Ingham, 1961 Your Task for Next Week • Complete the Johari Window on yourself by asking people you know for their feedback. • Your aim should be to identify one strength and one weakness for each quadrant. • We’ll debrief at the beginning of our next workshop.