For years inventions have extended man's physical powers rather than the powers of his mind.

It’s not finding gratitude that matters most; it’s remembering to look in the first place. Remembering to be grateful is a form of emotional intelligence. One study found that it actually affected neuron density in both the ventromedial and lateral prefrontal cortex. These density changes suggest that as emotional intelligence increases, the neurons in these areas become more efficient. With higher emotional intelligence, it simply takes less effort to be grateful.

Empathy – This is perhaps the most important element of emotional intelligence. Empathy is the ability to identify with and understand the wants, needs, and viewpoints of those around you. People with empathy are good at recognizing the feelings of others, even when those feelings may not be obvious. As a result, empathetic people are usually excellent at managing relationships , listening , and relating to others. They avoid stereotyping and judging too quickly, and they live their lives in a very open, honest way.

most importantly, however, when the group has real synergy, it will by far exceed the best individual performance. Synergy is best thought of as members of the same team feeding off one another in positive ways; as result the "whole" becomes better than "the sum of the parts". Collaboration can actually raise the "group IQ" – i.e. the sum total of the best talents of each member on the team.

In effective collaboration, all people involved use their emotional intelligence well to balance emotional needs with their thinking, build authentic relationships and make good quality decisions on behalf of the organisation. Whether working with others one-to-one, in small groups or large teams, there is exemplary communication with empathy that engages hearts and minds.  This occurs at all levels of the organisation.

t turns out emotional intelligence in a group setting accelerates the group's development. Team members need EI on an individual level. And when we work together with EI, it's fascinating to see what happens. Studies are finding that collaboration among those with high emotional intelligence creates outcomes that exceed the sum of their individual talents. Shared emotional intelligence not only improves work processes, it improves the work product!

Our principal claim is that a valid EI concept can bedistinguished from other approaches. This valid conceptionof EI includes the ability to engage in sophisticated infor-mation processing about one’s own and others’ emotionsand the ability to use this information as a guide to thinkingand behavior.

the termemotional intelligenceis now employedto cover too many things—too many different traits, toomany different concepts (Landy, 2005; Murphy & Side-man, 2006; Zeidner, Roberts, & Matthews, 2004). “Thesemodels,” wrote Daus and Ashkanasy (2003, pp. 69–70),“have done more harm than good regarding establishingemotional intelligence as a legitimate, empirical constructwith incremental validity potential.

The original definition of EI conceptualized it as a setof interrelated abilities (Mayer & Salovey, 1997; Salovey& Mayer, 1990). Yet other investigators have described EIas an eclectic mix of traits, many dispositional, such ashappiness, self-esteem, optimism, and self-management,rather than as ability based

one commentator recently argued that EI is an invalidconcept in part because it is defined in too many ways(Locke, 2005, p. 425)

. The orig-inal idea was that some individuals possess the ability toreason about and use emotions to enhance thought moreeffectively than others

even if an interconnected skein of nanotechnology were toextend into all aspects of everyday life