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Intro to Emotional Intelligence Recognize and manage one's own emotions Identify and influence the emotions of others Key to effective communication and negotiations . A skill that can be improved Emotional Intelligence BMGT 485 7381 Applied Management The challenges Sarah experienced during her negotiations with the property owner illustrate that she has a gap in her Emotional Intelligence. Emotional Intelligence (ED) is the ability to recognize and manage one's own emotions, while also identifying and influencing the emotions of others (Landry, para. 3). High El tends to improve communication and negotiation skills. The good news for Sarah is that El is also a skill, and thus can be developed and improved (Davis, para. 4).Relationship between . Recognizing the emotions from EI and communication both sides of the communication . Understanding how those emotions influence the communication GEE . Helps to avoid unintended or misunderstood meaning . Avoids allowing emotion to cause regret later Emotional Intelligence BMGT 485 7381 Applied Management When one is more emotionally aware, not only can they recognize the emotions of both parties, but high El also means better understanding of how those emotions may influence communications in both directions (Davis, 2019, para. 5). This reduces the chances of someone communicating something other than what was intended as well as misunderstanding the communication from someone else. High El can also help one avoid saying something or communicating in a way that they will regret later (para. 7)Barriers to effective EI use in cross-cultural work Language differences Cultural differences Bargaining tactics Emotional Intelligence BMGT 485 7381 Applied Management Since a large part of effective El is understanding the emotions of others, cross-cultural work can interfere with effective El use in several ways. Language differences are one barrier, including more than simply understanding the vocabulary. Subtle differences in word choice may be communicating something that is missed entirely by a non-native speaker (Cardenas, 2023, para. 8). Secondly, cultural differences could mean it is harder to understand each other's behavior and interpret what it means (para. 9). In Sarah's case, was the property owner silent because he was considering what she had said, or because he was offended by her offer? Thirdly, there may be some behaviors specific to bargaining in the culture that can further cause confusion or conflict (para. 14).Gearing E1 to crosscultural V 01'}; d Minimum Though crossecultural work can present challenges to effective El, there are steps that can be taken to apply E! principles to improve outcomes. The rst. and perhaps most basic from a human perspective, is to demonstrate respect and empathy forthe uthercullure[Cardenas,2023,para16). One of the easiest ways In do this is to simply shew an interest in learning about the culture. Also, d0 nut only consider the differences. Focusing on similarities can help bridge the cultural gap when building relationships (Cardenas, 2023, para 17). Challenges Sarah is facinb - Previous experience is of limited use a 5; Needs to build relationships '3 - Relationship before agreement Enloucrnal intelligent: The cultural differences between theJapanese business environment and Sarah's prevrous work environments means her experience reading body language is less useful than she may have hoped (Cardenas, 2023. para. 9). She will need time to understand the behavioral cues of her new environment to achieve the level of El to which she is accustomed. She also has not had time to build the relationships needed to help bridge the cultural gap she is faced with (Ahuia. 2022, para i5). In Japanese business culture. establishing a relationship is often required before reaching any type of agreement. which means Sarah may have been too quitk to push fora result (Scroope. 2021, para. 25). O 5 Suggestions Employ emetional self-control for Sarah Inclusive language and open-ended questions Approach negotiation as a series, not an episode Take time to build relationships Learn from experience Emotional Intelligence BMGT 485 7381 Applied Management To employ El to get the best results in Japan, Sarah should do the following: Employ emotional self-control to remain calm and effective during negotiations (Goleman, n.d., para. 1). Sarah should avoid allowing the stress of the negotiations to cause her to talk too quickly or push too hard. . Use inclusive language and open-ended questions (Krass, 2018, para. 7). This can help Sarah demonstrate empathy and interest in learning the Japanese culture, which can help build relationships. Understand that negotiating with others is often a series, not a single instance (Christensen, 2007, 2:05). Building a relationship now, even at the expense of finding the best possible deal, may pay dividends in the long run if Easy Chairs needs to find property in the future. Be prepared to slow down and build a relationship first, an approach often preferred in Asian cultures (Salacuse, 2005, pg. 2). Learn from experience. Sarah sensed that she may have been unprepared for the negotiations, and it turns out she was right. While it was not the result she wanted, it would only be a true failure if she failed to learn from it. Fortunately for her, she has local expertise to help her understand what went wrong, which is the first step to improving for the next time