Capitola Mall

Attendance is six for six, experiments going well!

First on the agenda: sitting too close to groups in a nearly empty food court.

Next on the list, Invisible Wire!

Excellent experiment on Saturday guys! All participated and I think we did a great job!

Meeting today at Capitola mall for dry test. 3:00 at the water fountain. Attendance: 6/6
Be there or be square!

Semester Project

What: Pretending a wire is being held across a walkway by two team members while another records, watching for people who ignore the "wire", step over it, go around it, etc.

When: Soft launch at Capitola Mall on Saturday, Dec 4

Where: Valley Fair for official project, Capitola Mall to test

How it ties in: Testing how groups and individuals conform in unusual situations

Group Member Qualities

Participation - 0-5
Cooperation - 0-5
Attitude - 0-5
Attendance - 0-5
Contribution - 0-5

Primal Leadership Notes

1. Power of Emotional Intelligence

1. Chapter I (Primal Leadership)
   a. primal – It is both the original and the most important act of leadership
   b. resonance – When leaders drive emotions positively
   c. dissonance – When leaders drive emotions negatively
   d. emotional intelligence – How leaders handle themselves and their relationships
   e. transmission – Spreading emotions
   f. mirroring – The phenomenon of physiological changes when people are near eachother (irresistable).
   g. Limbic System (Open-loop)
   1. Not self-regulated : depends largely on external sources to manage itself
   2. Laughter is the shortest distance between two people because it instantly locks limbic systems. Most direct communication possible (limbic lock).
   3. Not all emotions spread with the same ease (laughter spreads easier/quicker than irritability)

h. Group Feelings – Individual feelings of group members synchronize even due to emotions unrelated to the group.

i. “Distress not only erodes mental abilities, but also makes people less emotionally intelligent. People who are upset have trouble reading emotions accurately in other people—decreasing the most basic skill needed for empathy and, as a result, impairing their social skills.”
j. emotional hijacking – Leaders who spread bad moods are simply bad for business—and those who pass along good moods help drive a business's success.
k. Customer Service: For every 1 percent improvement in the service climate, there's a 2 percent increase in revenue.
l. The more emotionally demanding the work, the more empathic and supportive the leader needs to be.

2. Chapter II (Resonant Leadership)
   a. Dissonant leaders
   1. Out of touch with the feelings of the people in the room
   2. Noise – Interference among individuals in the group
   3. 42% of a thousand U.S. Reported incidences of yelling and/or verbal abuse in their workplaces.
   4. People who work in dissonant environments take the dissonance home.
   5. Flooding – The intensity of the fight-or-flight reaction that such an extreme message of contempt can trigger.

         b. Resonant leaders

1. When people are more resonant, there is less noise and more signal.
2. Signal – The involvement of a group
3. Intellect alone will not make a leader; leaders execute a vision by motivating, guiding, inspiring, listening, persuading—and, most crucially, through creating resonance. As Albert Einstein cautioned, “We should take care not to make the intellect our god. It has, of course, powerful muscles, but no personality. It cannot lead, it can only serve.”
   
   
c. Emotions (Emotional Intelligence)

1. Our complex society conflicts with our primitive emotions.
2. four domains of EI
1.     Self-Awareness
2.     Self-Management
3.     Social Awareness
4.     Relationship Management

Attendance

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