Emotional intelligence is a competence in “one-to-one” or “individual-to-individual” relationships. In the form of “social intelligence” this new dimension of competence relates to “one-to-many” or “individual-to-group” relationships. The result is the ability to be accepted by others, to influence the group, to negotiate skillfully and to manage power, thus optimizing emotional, technical and professional skills. Especially for managers, who must be prepared to manage periods of change for which their team members have not been prepared.

An example is the CODIV 19

If all this were true until yesterday, the new scenarios that opened up with the unprecedented experience of the CODIV 19 pandemic have developed brutally on a global scale. Some have even used the term war. But in a warlike conflict there are one or more aggressors and one or more assailants. In general, the aggressors and aggressed know each other or, if this is not the case, it is vital to fill this gap very quickly. As we already know before in all wars we must know the enemy but above all we must know ourselves.

A war strategy is built on several scenarios:

1. The first develops around the ploys of a battle that has already been won.
2. The second one, where the fate is uncertain.
3. The third in the offensive battles
4. The fourth in the battles where multiple parties are fighting each other
5. The fifth in the battles that are used to gather one’s own resources
6. The sixth in battles known to be lost in advance

In the case of COVID 19, the aggressor is alone with the assaulted and a priori has a strategy that may be similar to 3 and 1 with a good knowledge of itself through experience with Corona and the assaulted. The assailants are all surprised by the aggression in senario 4 and do not have a common or at least coordinated strategy. If they share the same strategy 1, they have to different degrees one or more other strategies. For example Taiwan, South Korea, Singapore, Japan, Switzerland, Germany are in strategies 1 and 3 with a strong internal dynamic following strategy 5. Internal dynamics is the capacity to mobilize all its resources and make them adhere to the achievement of the set strategy. This dynamic can be more or less directive or even democratic.

Others have adopted approaches that did not correspond or in some cases were perceived as such generating blockages, with the inevitable psychological and social consequences that lack of mobility and “containment” determined. This gave rise to more “group desire”, the concerns that followed, financial storms, economic uncertainties, new forms of work and study at home, produced new trends and again sharply disrupted those already recently established.

Interpersonal relations are all the more important in the face of new, complex, dramatic, chaotic, mutant and far-reaching phenomena. Therefore, anticipation, analysis, solutions, decision-making, implementation, monitoring, evaluation and adaptation must be the collective product of a group and not of an individual. The contribution of the latter is included in the coordinated action of a team with visionary, entrepreneurial, strategic and operational collective leadership. These skills are not only political, economic, budgetary and even accounting, but also relational, social, societal, environmental, health and education. The implementation is ensured by intermediary groups in the field integrated into the previous ones and therefore positively accepted collectively.

This applies at all levels and in all public and private domains, taking into account the specificities of each one. In all sectors of health, education, security, transport, industry, from large companies to SMEs or the self-employed. Knowing and improving your relationship with others has never been more important.

It is not only interpersonal relations and the results of the company or institution that benefit, but also the life of the individual. New challenges in general and occupational health, education, economics, finance and well-being are generating fear and even rejection due to uncertainty. Therefore, the development of “interpersonal skills, as well as improving the effectiveness of the organisation of which he or she is a part, will help to reduce anxiety and stress, and increase self-confidence and motivation.

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