Emotions at Workplace Flashcards
Myth of Rationality
ìEmotions were seen as irrational
ìManagers worked to make emotion-free environments
What do theorists not agree on?
Theorists do not agree over whether you can choose the emotions you feel.
You can, however, control the ways in which you express your emotions.
What are emotional expressions governed by?
display rules
What do emotion display rules dictate?
Emotion display rules dictate which emotions should and should not be expressed under which conditions.
Display rules are influenced by …
ìrelational expectations (status and familiarity)
ìoccupational expectations, and
ìcultural expectations
Display Rules at Work
Descibe anger
ìAnger can be expressed with coworkers, can be slightly leaked to supervisors, but must be almost completely suppressed with customers.
Display Rules at Work
When is expression of anger more accepting?
ìCultures with low power distance are more accepting of the expression of anger towards managers.
Display Rules at Work
Display rules with customers are?
ìDisplay rules with customers are fairly consistent across culture, with two exceptions.
ìFrench respondents are more accepting of anger expression with customers, while American respondents report the highest expectations for expressing happiness to customers.
emotional labour
Emotional Labour-An employee’s expression of organisationally desired emotions during interpersonal transactions at work. (e.g. smiling at customers)
emotional dissonance
ìEmployees have to project one emotion while simultaneously feeling another
ìCan be very damaging if not properly managed, and can lead to burnout
Types of emotions
ìFelt: the individual’s actual emotions
ì
ìDisplayed: required or appropriate emotions
- ìSurface Acting: Hiding one’s inner feelings and forgoing emotional expressions in response to display rules.
- ìDeep Acting: Trying to modify one’s true inner feelings based on display rules.
Emotion regulation
ìidentify and modify the emotions you feel.
ìStrategies to change your emotions include thinking about more pleasant things, suppressing negative thoughts, distracting yourself, reappraising the situation, or engaging in relaxation techniques.
Emotional Intelligence is a person’s ability to
ìBe self-aware
- ìRecognizing own emotions when experienced
ìDetect emotions in others
ìManage emotional cues and information
ìCase for EI:
ìIntuitive appeal;
ìPredicts criteria that matter;
ìIs biologically-based.
ìCase against EI:
ìToo vague a concept;
ìCan’t be measured;
ìIts personality by a different name.
Emotional contagion
emotions passing from one person to another.
Another form of emotional contagion deals with persuasions utilizing emotional appeals
Intra-individual process:
ì: How we feel can inform our decisions.
ìIntuition or the “gut feeling”
ìSometimes emotions effect our judgments and actions without our conscious awareness.
Inter-individual process
ìFeelings of others carry vital information about the message communicated.
Applications of Concepts About Emotions
and Moods
give 4
ìSelection
ìEI should be a hiring factor, especially for social jobs.
ìDecision Making
ìPositive emotions can lead to better decisions.
ìCreativity
ìPositive mood increases flexibility, openness, and creativity.
ìMotivation
ìPositive mood affects expectations of
success; feedback amplifies this effect.
Applications of Concepts About Emotions
and Moods
Give another 4
ìLeadership
ìEmotions are important to acceptance of
messages from organizational leaders.
ìNegotiation
ìEmotions, skillfully displayed, can
affect negotiations
ìCustomer Services
ìEmotions affect service quality delivered to
customers which affects customer relationships
ìEmotional Contagion: “catching” emotions
ìJob Attitudes
ìCan carry over to home, but dissipate overnight
Applications of Concepts About Emotions
and Moods
Give 2
ìDeviant Workplace Behaviors
ìNegative emotions lead to employee deviance
(actions that violate norms and
threaten the organization)
ìSafety and Injury at Work
ìDon’t do dangerous work when in a bad mood
Skills for Expressing Emotions
1.Understand your feelings:
ìWhat am I feeling, and what made me feel this way?
ìWhat exactly do I want to communicate?
ìWhat are my communication choices?
2.Describe your feelings:
ìBe as specific as possible
ìDescribe the reasons why you are feeling that way
ìAddress any mixed or conflicting feelings
ìAnchor your emotions in the present and not the past
ìOwn your feelings
ìExpress your concerns
SCREAM anger management procedure
S: This refers to the self. How important is this matter to you? Is it worth the health risks of being angry?
C: This refers to context. Is this the appropriate time and place to express your anger?
R: This is the receiver. Is this the person you wish to express your anger with?
E: This is the effect. What effect do you want to achieve.
A: This is the aftermath. What are the likely long-term repercussions of the expression of anger?
M: This is the message. What message would be appropriate, and how can you best communicate your feelings to achieve your desired results?
Affective events theory
A Summary of What We Know about
Emotional Intelligence
- Emotional intelligence is distinct from, but positively related to, other intelligences.
- Emotional intelligence is an individual difference, where some people are more endowed and others are less so.
- Emotional intelligence develops over a person’s life span and can be enhanced through training.
- Emotional intelligence involves, at least in part, a person’s abilities to identify and to perceive emotion (in self and others), as well as possession of the skills to understand and to manage those emotions successfully.
4 preventative techniques
Assess the emotional impact of jobs.
-e.g. always smile?
Create a positive and friendly emotional climate through modeling.
Encourage a positive emotional climate through rewards and compensation systems.
Select employees and teams based, in part, on a positive emotional attitude.
Train employees in emotional intelligence skills and healthy emotional expression
Create a positive and friendly emotional climate through modeling.
describe
Managers should model healthy emotional expression, which includes: attention to emotion perception in the workplace (“Stan, I notice that you seem anx- ious about this proposal. What can be done to address your anxieties?”);
warm and sincere ex- pressions of positive emotion; and constructively assertive and appropriate expressions of negative emotion.
Select employees and teams based, in part, on a positive emotional attitude.
how?
behavioural questions in interview
contacting reference person’s references and asking targeted questions about the applicant’s ability to inculcate positive emotional tone in workmates.
Train employees in emotional intelligence skills and healthy emotional expression
taking breaks, visualisation, deep breathing
restorative techniques
- culture change
- Environmental and job change through job re- design
- Individual change through targeted training, punishment, re-assignment, or firing.
* ‘problem’ employees
personal and social competence
Personal competence,” in Goleman’s words, comes from being aware of and regulating one’s own emotions.“Social competence” is awareness and reg- ulation of others’ emotions.
hink of a situation where a team of four must reach a decision; three favor one direction and the fourth favors another.
a more emotionally intelligent group would
a more emotionally intelligent group would pause first to hear out the objection. It would also ask if everyone were completely behind the decision, even if there appeared to be consensus. Such groups would ask, “Are there any perspectives we haven’t heard yet or thought through completely?”
They have established norms that strengthen their ability to respond effectively to the kind of emotional challenges a group confronts on a daily basis. The norms they favor accom- plish three main things:
they create resources for working with emotions, foster an affirmative environment, and encourage proactive problem solving.
Norms That Create Awareness of Emotions
individual
Interpersonal understanding
perspective taking
Norms That Create Awareness of Emotions
individual
Interpersonal understanding
Take time away from group tasks to get to know one another.
Have a “check in” at the beginning of the meeting – that is, ask how everyone is doing.
Assume that undesirable behavior takes place for a reason. Find out what that reason is. Ask questions and listen. Avoid negative attributions.
Tell your teammates what you’re thinking and how you’re feeling.
Norms That Create Awareness of Emotions
individual
Perspective Taking
Ask whether everyone agrees with a decision.
Ask quiet members what they think.
Question decisions that come
too quickly.
Appoint a devil’s advocate.
Norms That Create Awareness of Emotions
Group
Team Self-Evaluation
Seeking Feedback
Norms That Create Awareness of Emotions
Group
team self evaluation
Schedule time to examine team effectiveness.
Create measurable task and process objectives and then measure them.
Acknowledge and discuss group moods.
Communicate your sense of what
is transpiring in the team.
Allow members to call a “process check.”
(For instance, a team member might say, “Process check: is this the most effective use of our time right now?”)
Norms That Create Awareness of Emotions
Cross-boundary
Organizational Understanding
- Find out the concerns and needs of others in the organization.
- Consider who can influence the
- team’s ability to accomplish its goals.
- Discuss the culture and politics in the organization.
- Ask whether proposed team actions are congruent with the organization’s culture and politics.
norms that help regulate emotions
individual
Confronting
Caring
norms that help regulate emotions
individual
confronting
Set ground rules and use them to point out errant behavior.
Call members on errant behavior.
Create playful devices for pointing
out such behavior. These often emerge from the group spontaneously. Reinforce them.
norms that help regulate emotions
individual
caring
- Support members: volunteer to help them if they need it, be flexible, and provide emotional support.
- Validate members’ contributions. Let members know they are valued.
- Protect members from attack.
- Respect individuality and differences
in perspectives. Listen.
- Never be derogatory or demeaning.
norms that help regulate emotions
group
Creating Resources for Working with Emotion
Creating an Affirmative Environment
Solving Problems Proactively
norms that help regulate emotions
group
creating resources for working with emotion
- Make time to discuss difficult issues, and address the emotions that surround them.
- Find creative, shorthand ways to acknowledge and express the emotion in the group.
- Create fun ways to acknowledge and relieve stress and tension.
- Express acceptance of members’ emotions.
norms that help regulate emotions
group
Creating an Affirmative Environment
Reinforce that the team can meet a challenge. Be optimistic. For example, say things like,“We can get through this” or “Nothing will stop us.”
Focus on what you can control.
Remind members of the group’s important and positive mission.
Remind the group how it solved a similar problem before.
Focus on problem solving, not blaming.
norms that help regulate emotions
group
Solving Problems Proactively
Anticipate problems and address them before they happen.
Take the initiative to understand and get what you need to be effective.
Do it yourself if others aren’t responding. Rely on yourself, not others.
norms that help regulate emotions
cross-cultural
Building External Relationships
- Create opportunities for networking and interaction.
- Ask about the needs of other teams.
- Provide support for other teams.
- Invite others to team meetings if they might have a stake in what you are doing.
