Why Repressing Emotions Is Bad for Business  

Oleh:

Shapiro, Daniel

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 87 no. 11 (Nov. 2009), page 30.
Topik: Emotions; Business; Appreciation; Affiliation; Autonomy; Status; Role

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.40 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

Lihat Detail Induk

Isi artikel

You may think it’s best to ignore emotions in tough business situations, but there are two big problems with this tactic. First, it’s hard to pull off, as anyone who has had sweaty palms or a pounding heart during a heated conversation can attest. Second, and more important, it’s not in your interest to do so. Emotional investment can improve your relationships, increase trust, and promote satisfying, enduring agreements. And in a difficult economy, when other kinds of rewards are scarce, fostering positive emotions—making people feel upbeat and engaged—can be one of the greatest sources of value for your organization. Through academic research and consulting work with major companies and government leaders, my colleagues and I have come to understand that emotions do not just “appear.” Many of the ones that arise in your everyday communications and conflicts stem from five predictable core concerns: appreciation (recognition of value), affiliation (emotional connection to others), autonomy (freedom to feel, think, or decide), status (standing compared with others), and role (job label and related activities). By addressing those concerns proactively, you can steer a potentially negative conversation to a positive place and thus extract greater cooperation from your superiors, colleagues, and reports.

Opini Anda

Klik untuk menuliskan opini Anda tentang koleksi ini!

Kembali