Page 371 - Effective Communication Soft Skills Strategies For Success by Nitin Bhatnagar, Mamta Bhatnagar

Model Question Papers | 359

In the process of developing self-esteem, we develop certain images of ourselves and
we look for confirmation or disconfirmation of those images, and when we get that
confirmation, we feel that we are entitled to that self-image. Self-esteem is the feeling
we get, when what we do and think, matches our self-image and when that particular
image approximate an idealized version of what we wish we were like, this validation
increases the feeling our self-worth and hence our self-esteem.
b. A Quadrant II organizer will meet six criteria:
• Coherence: Harmony, unity, and integrity between vision and mission, priorities
and plans, and desires and discipline.
• Balance: Success in the various roles of our life.
• Quadrant II focus: Organize your life on a weekly basis. Schedule your priorities
don’t prioritize what’s on your schedule.
• A ‘People’ Dimension: Focus on people not just the schedule.
• Flexibility: The planning tool should be tailored to you.
• Portability: You should be able to carry your tool with you.

7. a. In recent years, researchers have paid significant attention to a construct called emo-
tional intelligence. Daniel Goleman suggested that, Emotional intelligence consists of
five basic emotional competences. They are: self-awareness, motivation, self-regulation,
empathy and adeptness in relationships. For instance, being caring and understand-
ing teacher is an emotional competence based on empathy. Likewise, trust worthiness
is a competence based on self-regulation or handling ones emotions well. Emotional
intelligence is emotional quotient (EQ) that is the amount of positive emotion one is
capable of expressing. Salovy and Mayer (1990), have defined emotional intelligence as
the ability of people to monitor their own emotions, discriminate among them, and use
the information to guide their thinking and action.
b. Max Bazerman describes five common mistakes while trying to resolve more competi-
tive negotiations:
1. Believing the other person must lose for you to win.
2. Discovering too late that more information was needed, e.g., ‘I should have had the
valves checked before I bought the car’.
3. Making extreme demands, investing too much in getting your way, and, thus,
becoming reluctant to back down (and, in the end, not getting the promotion or
the improved relationship). It should be a warning sign to you when you start to use
anger or try to make your opponent look bad or weak.
4. There is a consistent human tendency to believe that we are right and are being rea-
sonable. Much more often than we realize, other people disagree with what we think
is fair. Therefore, get an unbiased outside opinion. Negotiators, who are realistic and
willing to see other views of justice, are more successful compromisers.

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