Emotional Display as Organisational Action: Implications for Practice. A developmental discussion workshop developed from: Iain Mangham (1998) ‘Emotional Discourse in Organisations’ in David Grant, Tom Keenoy and Cliff Oswick (eds) Discourse and Organisation. Sage.
A developmental discussion workshop
Iain Mangham (1998) ‘Emotional Discourse in Organisations’ in David Grant, Tom Keenoy and Cliff Oswick (eds) Discourse and Organisation. Sage
Central argument: that having and understanding emotions is essential to practical wisdom.
Common managerial perception that feelings have no place in institutions that are committed to considered judgement and rational action
This idea is in contrast to some earlier ideas:-
‘My thesis is that the bodily changes follow directly the perception of the exciting fact, and that our feeling of the same changes as they occur is the emotion’
They are psychic feelings, produced by the mind, in and of themselves
‘I can’t be angry if I do not believe that someone has wrongly offended me. Accordingly we might say that anger involves moral judgement....an appeal to moral standards and not merely personal evaluations. My anger is that set of judgements...an emotion is an evaluative ( or a ‘normative’) judgement, a judgement about my situation and about myself and /or other people’ Solomon
Harre and Gillett
Vetlesen: the reflexivity of emotion
Examples of good or poor emotional literacy.
Examples of well co-ordinated, poorly co-ordinated organisational emotion
Examples of hyper-emotion and social breakdown (organisation/group couldn’t go on)