A Guide to Work Emotions
At work, we rarely discuss our feelings. We are all familiar with the concept of emotion. It’s our internal reaction to things: the happy cry we let out when we see a loved one, the gasp we give out when we get bad news or the annoyance we feel when we have to adjust a method at the last minute.
Workplace emotions are rarely expressed in public. While some people like spontaneously singing out loud, this rarely occurs in a productive business meeting. Watching sports on TV allows us to express ourselves more verbally than conversing with coworkers. Fear is discussed with our partners more than with our coworkers.
Dealing with work emotions is more difficult because we are hesitant to acknowledge that they exist, thus we rarely deal with them.
It’s important to remember that there are just a few basic emotions.
Love, happiness, and enthusiasm are examples of positive emotions. Negative emotions such as rage, pain, sadness, guilt, and fear are examples of negative emotions. The intensity of everyday emotions and work emotions varies.
There are a few key aspects to consider. Even if we (the “we” in this case refers to the corporate sector) tend to overlook emotions at work, they do exist. People react to events that occur in their environment. We will suffer if we do not pay heed to such reactions.
It’s crucial to distinguish between emotion and thought. “I don’t feel like this plan is working,” it’s a phrase that we’ll surely hear at some point during the day.
When a person thinks or believes that a particular activity will not succeed, they do not “feel” an intellectual assessment of the plan’s viability; instead, they experience an emotion, such as fear, anger, grief, or even guilt, as a result of the plan’s failure. The feeling that follows the thoughts is what can derail any growth effort if it is not addressed.
People frequently hide their feelings at work: if they are hurt, they may act erratically, or if they are truly afraid, they may try to put on a bright façade. You should always address the underlying emotion rather than the surface one.
People’s emotional responses to continuous development and learning are diverse. As leaders, we must ensure that we do not try to persuade anyone to believe otherwise because rationality rarely solves emotional issues. Instead, let us strive to change feelings through experiences.
Emotion management is a unique problem for continuous improvement. People are more likely to participate when they are experiencing favorable emotions. Leaders must be ready to deal with issues that aren’t based on facts or evidence.
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