We have long been taught that emotions should be felt and expressed
in carefully controlled ways, and then only in certain environments
and at certain times. This is especially true when at work,
particularly when managing others. It is considered terribly
unprofessional to express emotion while on the job, and many of us
believe that our biggest mistakes and regrets are due to our
reactions at those times when our emotions get the better of us.
David R. Caruso and Peter Salovey believe that this view of
emotion is not correct. The emotion centers of the brain, they
argue, are not relegated to a secondary place in our thinking and
reasoning, but instead are an integral part of what it means to
think, reason, and to be intelligent. In "The Emotionally
Intelligent Manager," they show that emotion is not just important,
but absolutely necessary for us to make good decisions, take action
to solve problems, cope with change, and succeed. The authors
detail a practical four-part hierarchy of emotional skills:
identifying emotions, using emotions to facilitate thinking,
understanding emotions, and managing emotions 212;and show how we
can measure, learn, and develop each skill and employ them in an
integrated way to solve our most difficult work-related
problems.
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