Multiple intelligences

In 1983, Howard Gardner began publishing on the whole
concept of intelligence. He made popular the idea of
multiple intelligences in his book Frames of the Mind. In his
literature, he mentioned 7 major intelligences and that
an individual cannot be assessed on one IQ score alone.
The 7 major intelligences an individual could have (in no
particular hierarchy of importance) are:

Linguistic – a sensitivity to written & spoken language, the
ability to learn language and the capacity to use language
to accomplish certain goals, eg lawyers, speakers, writers,
poets may demonstrate this intelligence.
Logical-Mathematical – a capacity to analyze problems
logically, to carry out mathematical operations and
an ability to investigate issues scientifically. This is welldeveloped
in mathematicians, scientists, people who are
logical.

Musical – ability to perform skills with musical pursuits,
compose music, appreciation of musical patterns e.g
musicians, composers, conductors, dancers.
Bodily-kinesthetic – potential to use whole or part of body
to demonstrate patterns or to solve problems, or to fashion
products, e.g. dancers, actors, athletes, craftspeople,
surgeons, dentists, mechanics, hands-on technical
people.

Spatial intelligence – potential to recognize and manipulate
patterns of wide spaces, e.g navigators, pilots. Also the
patterns of being able to navigate in more confined
spaces such as sculptors, surgeons, dentists, architects,
chess players, graphic artists.

Personal intelligence - capacity of a person to understand
the intentions, motivations and desires of another person,
and consequently the ability to work with others. E.g.
teachers, leaders, political leaders, actors.

Intrapersonal intelligence – the capacity to understand
oneself, to have an effective working model of oneself,
including one’s own desires, fears, inner thoughts and to
use such information effectively in regulating one’s own
life.
Gardner brought forth a whole new light in intelligence
testing – that the human being has multitude intelligences
and may demonstrate a whole range of these, to different
extends and uses, and in different combinations.
Gardner’s later work : Intelligences reframed in 1999 stated
that we should not be confined to the 7 major intelligences.
Some of the ones he discussed were:
Naturalistic intelligence – an ability to recognize and
classify species.

Spiritual intelligence – a gift for religion, mysticism or the
transcendent. This is quite controversial with the sciences.
But even if we just consider not in the academic realm
and appreciate that these people really do have a level
of intelligence deeper than what the scientific eye might
see.

Existential intelligence – concerned with ultimate issues
which seem to be ambiguously conceived : the much
bigger questions in life, such as Who are we? Where are
we? Where do we come from?

Moral intelligence – ability to master the value systems
within their cultures, through linguistic, logical or personal
intelligences.
In his later work in the 1990s, Gardner had taken his
baseline intelligences and expanded them into actions,
tasks or activities that people may do. Further, we may
start thinking about what some of the intelligences we
may have: leadership intelligence, supporter-follower
intelligence, financial intelligence, planning intelligence

collaborative intelligence, social etiquette intelligence,
aesthetic intelligence, narrative intelligence, playful
intelligence, humorous intelligence.
Gardner emphasized we should not restrict our intelligences,
but to consider that everyone of us has a range, depth
and breadth of intelligences. When we start embracing
that, we can start appreciating our own qualities and
abilities. When these intelligences are given credit, we can
start trusting in our own capabilities and push forward to
demonstrate that which may have been lying dormant,
hidden or uncovered.

Emotional Intelligence

Howard Gardner was a university professor and he
brought a lot of new light into intelligences. An even more
powerful reassessment of intelligences came with Daniel
Goleman’s work in 1996. He wrote a book called Emotional
Intelligence, or more commonly known as EQ, where he
discussed and challenged the concept that IQ was the
sole measure of intelligence. He argues that our world has
ignored a significant amount of skills and abilities – that of
emotions. He states the importance of recognizing one’s
own emotional life, regulating one’s feelings, understanding
those of others and being able to work with others – these
are a part of the collective intelligence of a person.
A book written in 1997 called Executive EQ by Cooper
and Sawaf talked about the extension of Goleman’s work
– applying EQ into the business environment, talking about
the different aspects a professional may wish to address,
look and develop in order to develop themselves as a
professional in this day of constant change, and the need
to understand the diversity and differences within the work
environment.

Executive EQ talks about 16 different intelligences within
the emotional quotient. These are broken into 4 main
categories.
Emotional literacy – has to do with the individual’s ability
to express themselves emotionally. This is divided into 4
sections:

Emotional honesty - Do you have the courage to say what
is really going on for you? Or do you tend to stifle it, to keep
it down, to keep it to yourself?
Emotional energy – What’s your stamina like? Notice that
sometimes when you are lacking in energy that you can be
more reactive, more emotionally charged? Do you have a
stamina to hold up or stand up to the stresses you need to
cope with from a day to day functioning basis.
Emotional feedback – Are you able to give feedback to
other people on an emotional level? It is also to do with
your sensitivity, and your ability to have empathy.
Emotional connection & intuition – Are you able to intuit?
Are you able to make connections with people? Are you
able to get a sense, a gut feel? Does that come to you
easily? It is interesting to note that it may come to you
easily. Yet do you take the time to read and understand
what that is really about.

Emotional fitness
Authentic presence - When people meet you, do they sense
an authenticity to you, a realness, a solidness about you?
People who often hold the authentic presence usually puts
across a strong charisma. One gets a sense of something
profound or of high quality, or a deeper meaning about
them.
Trust radius – How far afield do people trust you, and take
solace in you?

Constructive discontent – Are you able to cope with any
discussion, contest, argument or criticism. What is your level
of stamina? What is your level of solid belief in yourself?
Resilience and renewal – Do you have the strength and
resilience? Are you able to renew yourself?
Emotional depth
Unique potential & purpose – Are you clear on your
purpose? Do you know your mission? People who know
their mission, direction or purpose tend to have a more
solid basis in themselves. From that they develop their
strength in their EQ.
Commitment – Do you have a commitment to your
word, your own direction, a commitment to where you
are living or where you are working? EQ develops as your
commitment develops.
Applied integrity – Do you know your own values? Are you
clear on what you will stand up for or put up for?
Influence without authority – people who are able to use
influence patterns that allow other people to come along
with them, to believe in them, to be influenced so they will
then follow their course or mission.
Emotional alchemy – Alchemy is about turning common
metals into precious metals: Phenomena which allow
something that is relatively worthless to be transformed
into something that is worthy.
Intuitive flow – Where do your creative juices come
from?
Reflective time shifting – Are you able to know how this
idea or initiative or project is going to affect your people
within a week , a month, a year? That you are able to shift
your time perspective to be able to see if it is going to be
of value or not.

Opportunity sensing – Some people are just able to
sense to pick up on the different aspects that will flourish
their business, or take it to another level. Or just see an
opportunity of how they can develop further.
Creating a future – People who can see a future and then
create a future who can develop their own emotional
intelligence.

People who are able to develop the 4 emotional
cornerstones of literacy, fitness, depth and alchemy are
those who are able to develop their depth and breadth
of their EQ.
EQ is playing a more important role in business now more
than ever because time is moving on more quickly. (Refer
Appendix 1) The changes we are needing to work with are
happening more rapidly. The complexity of the changes
we are needing to deal with is increasing. The times
we have got to implement the changes relative to the
amount of resources is decreasing. We have to work a lot
quicker. Gone are the days when we had weeks or hours
even to ponder over a decision, to analyze and look at
the depth of the research that we can do before we can
make our decision. We are having to think much more on
our feet, to respond to situations, to be able to come up
with the best decisions, in that given time.


Referensi : Ledership Intelligence.integrated dental markeing

Creativity

Dear all;


There are a number of obstacles which inhibit creativity. The seven main ones are :


1 Negativity
2 Fear of failure
3 Lack of quality thinking time
4 Over-conformance with rules and regulations
5 Making assumptions
6 Applying too much logic
7 Thinking you are not creative.

These obstacles can be seen in this identi-kit profile of the noncreative
person; someone who is:
• not able to think positively about problems (and does not see
them as opportunities)
• too busy or stressed to think objectively or at all
• very self-critical
• timid in putting forward a new idea (fearing ridicule)
• viewed as a conformist by friends/colleagues
• prone to apply logic as a first and last resort
• sceptical that many people are capable of being creative
• unable to think laterally
• uninspired even when confronted with a new idea.

On the other hand, creativity can be encouraged in people (including
oneself) by exploring some of the qualities and characteristics of
creative thinkers and the activities/steps that can be undertaken to
improve the processes involved.

To be creative an individual should:

1 think beyond the invisible frameworks that surround problems
/situations
2 recognise when assumptions are being made and challenge them
3 spot blinkered thinking and widen the field of vision (to draw on
the experiences of other individuals/businesses)
4 develop/adapt ideas from more than one source
5 practice serendipity (finding valuable and agreeable things when
not particularly seeking them) – having a wide attention span
and range of interests is important
6 ‘transfer technology’ from one field to another
7 be open/prepared to use chance or unpredictable things/events
to advantage
8 explore thought processes and the key elements of the mind at
work in analysing, valuing and synthesising
9 use his/her ‘depth’ mind (the unconscious mind) for example
by sleeping on a problem to generate creative solutions to
problems
10 note down thoughts/ideas that apparently drop into the mind
unsolicited so that they are not forgotten
11 use analogy (to improve imaginative thinking) to find ‘models’
or solutions in ‘nature’, in existing products/services and/or in
other organisations – not always reinventing the wheel
12 try, as appropriate, to sometimes make the strange familiar and
the familiar strange to spark new ideas
13 make connections with points that are:

• apparently irrelevant
• disguised/buried or not easily accessible
• outside own sphere of expertise
• lacking authority

14 suspend judgement to encourage the creative process and avoid
premature criticism – analysis and criticism repress creativity)
15 know when to leave a problem (remaining aware but detached)
for solutions to emerge – patience is important here as is the
suspension of judgement
16 tolerate ambiguity and occasionally live with doubt and
uncertainty
17 stimulate own curiosity (in everything including travel) and the
skills of observation, listening, reading and recording.
Managers should remember that creativity should challenge the status
quo to test continuously for improvements, because:
• a thing is not right because we do it
• a method is not good because we use it
• equipment is not the best because we own it

Creativity can be improved by remembering that the creative
process has four main stages and each needs to be properly ‘worked’:

1 Preparation (information gathering, analysis and solution
exploration)
2 Incubation (letting the mind work to continue the process)
3 Illumination (inspiration – which can come when the individual
is not necessarily thinking about the problem but is in a relaxed
frame of mind)
4 Verification (testing ideas, solution, hunches, insights for
applicability).
If ideas or solutions to problems are slow to come it sometimes can
pay to leave matters alone for a while and reassess with:
• a new starting point;
• a different perspective;
• fresh motivation; and
• further consultation.

Referensi :Handbook of management & leadership

Analyse and improve your use of time

“I can’t change the direction of the wind, but I can adjust my
sails to always reach my destination”
- Jimmy Dean

Analyse and improve your use of time

What elements can you readily identify which you can immediately
change? Experience shows that improvements lie in changing the
way you handle: interruptions (in person or by the telephone);
meetings; travel; and incoming/outgoing mail. You can improve
your use of time if you ensure that:

1 your time is spent according to a clear idea of your priorities
and main responsibilities
2 you isolate the unimportant and ruthlessly prune out
unnecessary or unproductive activities
3 you combine any ‘free’ time (ie free from meetings or other
people’s demands) to create meaningful and usable time of your
own
4 tasks are simplified where others would not be adversely affected
5 you are not doing tasks which could be performed by others.
The balance of this chapter looks at how to ensure you improve your
time management. The approach taken is to work from the longterm
back to the immediate future, analysing your goals and gives
time management tips on how to achieve them. (The approach works
for both business and personal time management).


Identifying long-term goals

First of all, it is necessary to define your organisation’s purpose and
the purpose or your job, ie to what end is your time being expended.
Then, long-term goals can be set in terms of the results that the
organisation wishes to achieve (and your role as part of those goals
being achieved).

Identifying long-term goals, the strategy of your business and your
part in it, will result from pondering these questions:
These same questions can be applied to your personal life
The answers to these questions will help you identify long-term goals.
The longer the time frame the more fuzzy the goals become, so you
should then reduce your field of vision to focus on tangible,
attainable, definable and measurable goals, but not lose sight of the
far ground.

You should reach a point where you can be clear about long-term
aims/directions and medium, or short term goals/objectives which
will be met and which will be part of a plan to continue on the road
of achieving your longer-term aspirations.

Terimakasih

Leaderships : Survey of Successful CEO on Attributes

My Turning Poin

Attributes of Succesful CEO :
1. Ability to take decision
2. Leadership
3. Integrity
4. Enthuasiam
5. Imagination
6. Willingnes to work hard'
7. Analytical ability
8. Understanding of others
9. Ability to sport opportunity
10. Ability to meet unpleaseant
11. Ability to adapt quickly to change
12. Willingness to take risks
13. Enterprise
14. Capacity to speak lucidly
15. Ability to administer efficiency
16. Open minded
17. Willingness to work long hours
18. Ambition
19. Capacity for Lucid writing
20. Skill with number