Ramzan Shahid, Jerold Stirling, William Adams
Advances in Medical Education and Practice ,Volume 9
Background:
US physicians are experiencing burnout in alarming numbers. However, doctors with high levels of emotional intelligence (EI) may be immune to burnout, as they possess coping strategies which make them more resilient and better at managing stress. Educating physicians in EI may help prevent burnout and optimize their overall wellness. The purpose of our study was to determine if educational intervention increases the overall EI level of residents; specifically, their stress management and wellness scores.
Participant and methods:
Residents from pediatrics and med-ped residency programs at a university-based training program volunteered to complete an online self-report EI survey (EQ-i 2.0) before and after an educational intervention. The four-hour educational workshop focused on developing four EI skills: self-awareness; self-management; social awareness; and social skills. We compared de-identified median score reports for the residents as a cohort before and after the intervention.
Results:
Thirty-one residents (20 pediatric and 11 med-ped residents) completed the EI survey at both time intervals and were included in the analysis of results. We saw a significant increase in total EI median scores before and after educational intervention (110 vs 114, P=0.004). The stress management composite median score significantly increased (105 vs 111, P<0.001). The resident’s overall wellness score also improved significantly (104 vs 111, P=0.003).
Conclusions:
As a group, our pediatric and med-peds residents had a significant increase in total EI and several other components of EI following an educational intervention. Teaching EI skills related to the areas of self-awareness, self-management, social awareness, and social skill may improve stress management skills, promote wellness, and prevent burnout in resident physicians.
The research is here.
Showing posts with label Emotional Intelligence. Show all posts
Showing posts with label Emotional Intelligence. Show all posts
Wednesday, November 28, 2018
Sunday, May 20, 2018
Robot cognition requires machines that both think and feel
Luiz Pessosa
www.aeon.com
Originally published April 13, 2018
Here is an excerpt:
Part of being intelligent, then, is about the ability to function autonomously in various conditions and environments. Emotion is helpful here because it allows an agent to piece together the most significant kinds of information. For example, emotion can instil a sense of urgency in actions and decisions. Imagine crossing a patch of desert in an unreliable car, during the hottest hours of the day. If the vehicle breaks down, what you need is a quick fix to get you to the next town, not a more permanent solution that might be perfect but could take many hours to complete in the beating sun. In real-world scenarios, a ‘good’ outcome is often all that’s required, but without the external pressure of perceiving a ‘stressful’ situation, an android might take too long trying to find the optimal solution.
Most proposals for emotion in robots involve the addition of a separate ‘emotion module’ – some sort of bolted-on affective architecture that can influence other abilities such as perception and cognition. The idea would be to give the agent access to an enriched set of properties, such as the urgency of an action or the meaning of facial expressions. These properties could help to determine issues such as which visual objects should be processed first, what memories should be recollected, and which decisions will lead to better outcomes.
The information is here.
Friendly note: I don't agree with everything I post. In this case, I do not believe that AI needs emotions and feelings. Rather, AI will have a different form of consciousness. We don't need to try to reproduce our experiences exactly. AI consciousness will likely have flaws, like we do. We need to be able to manage AI given the limitations we create.
www.aeon.com
Originally published April 13, 2018
Here is an excerpt:
Part of being intelligent, then, is about the ability to function autonomously in various conditions and environments. Emotion is helpful here because it allows an agent to piece together the most significant kinds of information. For example, emotion can instil a sense of urgency in actions and decisions. Imagine crossing a patch of desert in an unreliable car, during the hottest hours of the day. If the vehicle breaks down, what you need is a quick fix to get you to the next town, not a more permanent solution that might be perfect but could take many hours to complete in the beating sun. In real-world scenarios, a ‘good’ outcome is often all that’s required, but without the external pressure of perceiving a ‘stressful’ situation, an android might take too long trying to find the optimal solution.
Most proposals for emotion in robots involve the addition of a separate ‘emotion module’ – some sort of bolted-on affective architecture that can influence other abilities such as perception and cognition. The idea would be to give the agent access to an enriched set of properties, such as the urgency of an action or the meaning of facial expressions. These properties could help to determine issues such as which visual objects should be processed first, what memories should be recollected, and which decisions will lead to better outcomes.
The information is here.
Friendly note: I don't agree with everything I post. In this case, I do not believe that AI needs emotions and feelings. Rather, AI will have a different form of consciousness. We don't need to try to reproduce our experiences exactly. AI consciousness will likely have flaws, like we do. We need to be able to manage AI given the limitations we create.
Monday, December 5, 2016
Why Some People Get Burned Out and Others Don't
Kandi Wiens and Annie McKee
Harvard Business Review
Originally posted November 23, 2016
Here is an excerpt:
What You Can Do to Manage Stress and Avoid Burnout
People do all kinds of destructive things to deal with stress—they overeat, abuse drugs and alcohol, and push harder rather than slowing down. What we learned from our study of chief medical officers is that people can leverage their emotional intelligence to deal with stress and ward off burnout. You, too, might want to try the following:
Don’t be the source of your stress. Too many of us create our own stress, with its full bodily response, merely by thinking about or anticipating future episodes or encounters that might be stressful. People who have a high need to achieve or perfectionist tendencies may be more prone to creating their own stress. We learned from our study that leaders who are attuned to the pressures they put on themselves are better able to control their stress level. As one CMO described, “I’ve realized that much of my stress is self-inflicted from years of being hard on myself. Now that I know the problems it causes for me, I can talk myself out of the non-stop pressure.”
Recognize your limitations. Becoming more aware of your strengths and weaknesses will clue you in to where you need help. In our study, CMOs described the transition from a clinician to leadership role as being a major source of their stress. Those who recognized when the demands were outweighing their abilities, didn’t go it alone—they surrounded themselves with trusted advisors and asked for help.
The article is here.
Harvard Business Review
Originally posted November 23, 2016
Here is an excerpt:
What You Can Do to Manage Stress and Avoid Burnout
People do all kinds of destructive things to deal with stress—they overeat, abuse drugs and alcohol, and push harder rather than slowing down. What we learned from our study of chief medical officers is that people can leverage their emotional intelligence to deal with stress and ward off burnout. You, too, might want to try the following:
Don’t be the source of your stress. Too many of us create our own stress, with its full bodily response, merely by thinking about or anticipating future episodes or encounters that might be stressful. People who have a high need to achieve or perfectionist tendencies may be more prone to creating their own stress. We learned from our study that leaders who are attuned to the pressures they put on themselves are better able to control their stress level. As one CMO described, “I’ve realized that much of my stress is self-inflicted from years of being hard on myself. Now that I know the problems it causes for me, I can talk myself out of the non-stop pressure.”
Recognize your limitations. Becoming more aware of your strengths and weaknesses will clue you in to where you need help. In our study, CMOs described the transition from a clinician to leadership role as being a major source of their stress. Those who recognized when the demands were outweighing their abilities, didn’t go it alone—they surrounded themselves with trusted advisors and asked for help.
The article is here.
Monday, September 22, 2014
The Dark Side of Emotional Intelligence
By Adam Grant
The Atlantic
Originally published January 2, 2014
Here is an excerpt:
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you’re good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.
The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler’s persuasive impact came from his ability to strategically express emotions—he would “tear open his heart”—and these emotions affected his followers to the point that they would “stop thinking critically and just emote.”
The entire article is here.
The Atlantic
Originally published January 2, 2014
Here is an excerpt:
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you’re good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.
The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler’s persuasive impact came from his ability to strategically express emotions—he would “tear open his heart”—and these emotions affected his followers to the point that they would “stop thinking critically and just emote.”
The entire article is here.
Saturday, January 25, 2014
The Dark Side of Emotional Intelligence
In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil.
Adam Grant
The Atlantic
Originally published January 2, 2014
Here is an excerpt:
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you’re good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.
The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler’s persuasive impact came from his ability to strategically express emotions—he would “tear open his heart”—and these emotions affected his followers to the point that they would “stop thinking critically and just emote.”
The entire story is here.
Adam Grant
The Atlantic
Originally published January 2, 2014
Here is an excerpt:
Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people hone their emotional skills, they become better at manipulating others. When you’re good at controlling your own emotions, you can disguise your true feelings. When you know what others are feeling, you can tug at their heartstrings and motivate them to act against their own best interests.
Social scientists have begun to document this dark side of emotional intelligence. In emerging research led by University of Cambridge professor Jochen Menges, when a leader gave an inspiring speech filled with emotion, the audience was less likely to scrutinize the message and remembered less of the content. Ironically, audience members were so moved by the speech that they claimed to recall more of it.
The authors call this the awestruck effect, but it might just as easily be described as the dumbstruck effect. One observer reflected that Hitler’s persuasive impact came from his ability to strategically express emotions—he would “tear open his heart”—and these emotions affected his followers to the point that they would “stop thinking critically and just emote.”
The entire story is here.
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