EMPATHY AND APPLICATION OF EMOTIONAL INTELLIGENCE FOR DIFFERENT TYPES OF TEAMS IN PROJECT MANAGEMENT

The ability to recognize what a colleague or subordinate is feeling and to respond properly to his emotions is necessary in many areas, from trade to community service. At the Global Nexus Conference on emotional intelligence, Daniel Goleman stressed that managers must now look at the relational side of leadership. At the same conference, his colleague Annie Mackie concluded that today's leader must be attentive, compassionate and reliable. Project managers may have all the skills in the world, but if the basic attitude towards themselves and others is imperfect, then managers will not achieve the integrity and authenticity that is essential for today's leaders. Albert Mehrabian found in his research that words convey only 7% of a message. The rest is delivered through non-verbal communication. People are very sensitive to the energy they receive from other people - hence the undoubted importance of resonance. If the leader says one thing and his body shows something else. If project managers are inconsistent, they will not be able to achieve the effect of being followed by employees. It is important to note the difference between the "push" of reactive change imposed by organizational necessity and the "thrust" of proactive change made by an individual leader as a choice of self-development. There is a consensus among both academics and practitioners that there is a need to move from transactional leadership - leadership through “command and control” to transformational leadership - when managers create the conditions through their own behaviors. To create the desired product or service, you need to know well who will use it. The general characteristics of the target audience: gender, age and profession - are certainly important, but for the best companies in the market, this information about the client is clearly insufficient. This requires empathy - the ability to empathize with another person, the ability to put yourself in her place. This is what this article is about. Researched: the key role of empathy in project management; the essence of empathy and its types; built a map of empathy; aspects of emotionally intellectual team are developed; emotional intelligence is applied to different types of teams.

Governance and Management of the Nexus: Structures and Institutional Capacities

Sustaining the water-energy-food nexus for the future requires new governance approaches and joint management across sectors. The challenges to the implementation of the nexus are many, but not insurmountable. These include trade-offs between sectors, difficulties of communication across the science-policy interface, the emergence of new vulnerabilities resulting from implementation of policies, and the perception of high social and economic costs. In the context of the Sustainability in the W-E-F Nexus conference May 19-20, 2014, the session on ‘Governance and Management of the Nexus: Structures and Institutional Capacities’ discussed these problems as well as tools and solutions to nexus management. The session demonstrated three key findings: 1. Trade-offs in the Water-Energy-Food Nexus should be expanded to include the varied and shifting social and power relations; 2. Sharing knowledge between users and policy makers promotes collective learning and science-policy-stakeholder communication; and 3. Removing subsidies or seeking the ‘right price’ for domestic resources vis à vis international markets is not always useful; rather the first imperative is to gauge current and future costs at the national scale.

Earth Observations and Education for the Sustainable Implementation of the Nexus Approach

Water, energy and food are closely connected sectors which interact in a complex manner. Complex problems which need to be addressed in these sectors require informed decisions. The key to this information are data which need to be easily available to the decision maker. In the context of the Sustainability in the W-E-F Nexus conference May 19-20, 2014, the session on ‘Earth Observations, Monitoring and Modelling for the Sustainable Implementation of the Nexus Approach’ revealed institutional shortcomings and general problems in data provisioning for the water-energy- food (WEF) nexus. Key Findings of the session were that (1) integrative thinking of collaborating institutions is required to address problems in the water-energy-food nexus, (2) comprehensive and coherent data need to be made readily available, potentially through the Global Earth Observation System of Systems (GEOSS) and (3) that nexus education needs to be promoted in basic and higher education in order to ensure efficient use of coherent and comprehensive datasets.