The last few decades have seen a vast increase in the number of roles for technically-minded individuals, across the globe. Computerisation has transformed our societies utterly, and has created a host of specialised niches for those of us with an aptitude for work involving complex systems, number-crunching and machinery. Our modern global civilisation is built squarely upon an expanding technological base, which is developed, serviced and maintained by an ever-growing army of professionals.
At the same time, however, it has become all too apparent that there is a widening gap between our ability to handle extremely complicated systems (such as, for example, industrial supply chains, or transactions in the international money markets) and our ability to handle the all-too-human complexities of our emotions and our relationships with one another.
And no wonder. Unschooled in the "soft skills" of psychology, we must largely fend for ourselves, perhaps in emotionally sterile or chaotic workplaces, where the rules of business are constantly changing but where there is also a perpetual and stress-inducing need for us to deliver results, consistently, to deadlines and within budget.
When our computers develop faults, there are manuals we can consult and skilled technicians who can come to our aid. However, when relations break down between colleague and colleague, or between managers and their staff, or when anger becomes an issue and threatens to get out of control, where on earth can we look for guidelines?
Over the last ten years, a number of psychologists have started to figure out how to bridge this gap. In his bestselling 1995 book Emotional Intelligence, for instance, Daniel Goleman described a kind of skill set that he differentiated from IQ (intelligence quotient.) IQ is purely about cognitive skills and the ability to solve problems involving numbers, shapes and logic. Emotional Intelligence (sometimes described as "EQ") is about being self-aware, developing the capacity to understand and manage our own emotions, whilst also acquiring sensitivity to the emotions of others and the ability to build successful interpersonal relationships.
You may be thinking: what does all this mean, though, and where would I start? Your job may well be difficult enough at the best of times, and the idea of adding some sort of extra dimension of touchy-feeliness to your workload might leave you unenthusiastic, daunted and perplexed.
I have found that an excellent place to begin is with a course based on Dr William Moulton Marston's DISC model, or one of its newer variants. DISC stands for "Dominance - Influence - Steadiness - Conscientiousness" and this system divides everyone into four basic personality types (it has its similarities, therefore, with the Myers-Briggs test, which is based on the ideas of psychologist C.G. Jung.)
The version of DISC that I have personal experience with is one that is also based on Tony Alessandra's Platinum Rule ("Do unto others as they'd like done unto them"), and which divides people into Directors, Expressers, Analysers and Relaters.
Directors tend to be dominant, take-charge leader types. Expressers can be extravert, lively and persuasive. Analysers are methodical information gatherers, focussed on detail and technicalities. Relaters are loyal and team-oriented.
These four personality types are represented by quadrants on a grid (where the axes are Emotive-Reserved and Inquire-Advocate), and by answering a series of questions about yourself, you can find out which quadrant you are in. Broadly speaking, technical professionals might well tend to fall into the Analyser category, but this is not necessarily so, as each of us brings a unique combination of traits into the mix.
Now it becomes interesting. Each type has its preferred way of communicating. For instance, Directors (and Expressers) do not tend to appreciate detail - they want to know about the bottom line and would rather have bullet points, whereas Analysers tend to want data - the more information, the better.
Once this is understood, it becomes a lot easier to deal with someone who is a different type to yourself. A manager or sales person would not want huge volumes of data, but would prefer a summary or a single paragraph. On the other hand, a software tester would not want some vague definition of a problem or issue, but might require plenty of information presented in an organised way.
So how would any of this training help you to become more emotionally intelligent? It succeeds by removing barriers to communication, and thus potentially does away with the cause of much of the stress, anxiety, anger and frustration that can arise in the workplace. By practising, "style flexing", for example, it is possible to adjust your own behaviour and communicate with others in a way that they understand and can resonate with - in effect, by "speaking their language". The result? A happier and more productive workplace.
Going on an influencing skills workshop, based on DISC or one of its variants, is not a panacea and will not turn anyone into a super communicator overnight. However, this form of training has some very good features indeed.
Firstly, it has been devised for professional people and can very easily be incorporated into a company's training schedule.
Secondly, it's about practical results - there's nothing wishy-washy or woolly about it. At the end of the day, taking this kind of course with your colleagues will help you to work more effectively together and get the job done.
Thirdly, it's a relatively straightforward (some might say simplistic) and painless introduction to the complex world of psychology and "soft skills". Course materials normally include a list of recommended books, for those who are interested in learning more about this subject, but you can get a head start now by reading books such as The Platinum Rule, by Tony Alessandra and Michael J. O'Connor, Emotional Intelligence, by Daniel Goleman, On Becoming a Leader, by Warren Bennis, or Listening: the Forgotten Skill, by Madelyn Burley-Allen. You may even find yourself becoming hooked on this subject.