This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals, but the emotional intelligence of work groups and organizations themselves. Agazarian's theory of living humans systems (TLHS) (and its constructs) applies to all levels of living human systems. Using these constructs, we operationally define emotional intelligence from a systems‐centered framework (Agazarian & Peters, 1981, 1997). From the systems‐centered perspective, individuals contribute energy that is necessary for organizational emotional intelligence. Yet equally important, emotional intelligence in organizations is a dynamic output of the function and structure and energy of the organizational system itself, rather than a property of individuals. This conceptualization extends the focus in the field of emotional intelligence from individuals with a selection and personnel development emphasis and instead to building work groups and organizations that function with greater emotional intelligence. Introducing a systems‐centered perspective on emotional intelligence enables emotional intelligence to be viewed at all system levels in the organization, including individuals, work teams and the organization itself.
This article conceptualizes the phases of group development using Y. M. Agazarian's theory of living human systems (1997) and K. Lewin's field theory (1951). Linking these theories to operational models builds a bridge to research by making it possible to generate specific hypotheses. The basic systems-centered hypothesis can then be tested empirically: that weakening the restraining forces at the boundary between each subphase of system development releases the driving forces inherent in all living human systems, so that the system moves toward the next phase of development-in the direction of the inherent system goals of survival, development, and transformation. The discussion focuses on the implications for group leaders in organizations and therapeutic practice.
The author discusses how subgroups represent the basic focus of the systems-centered group therapist. Particular attention is given to boundary issues and to how therapy takes place by facilitating the process of discriminating, communicating, and integrating perception of differences in the apparently similar and similarities in the seemingly different. Communication occurs at the boundaries between systems at all levels of the hierarchy: the group, the subgroup, and its members. Clinical vignettes are provided to illustrate important process issues, such as work with difficult patients, levels of intervention, and group resistance and defense.
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