Managing knowledge we don’t want: Emotion in Organisations
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This document discusses the management of emotions in organizations. It notes that bureaucracy aims to eliminate personal, irrational and emotional elements from business. However, some argue this leads to the "dehumanization" of organizations. The document also discusses concepts like "emotion engineering" where companies try to control employees' emotions for commercial gain. It poses questions about what might happen if leaders expressed emotion more freely, relationships were better managed, and emotion was viewed as a source of intelligence rather than something to be avoided.
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Managing Knowledge We Don't Want - Emotion in Organisations
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Managing knowledge we don’t want: Emotion in Organisations
- 1. Managing knowledge we don t want Emotion in Organisations Sydney 21 June 2011 @annetteclancy www.inter-actions.biz
- 2. emotion at work assumptions?
- 3. ..the more bureaucracy is dehumanized the more completely it succeeds in eliminating from official business love, hatred and all purely personal, irrational and emotional elements which escape calculation. This is the specific nature of bureaucracy and it is appraised as its special value Max Weber, 1946
- 4. Leave at the door Personal Text Unpredictable Out of control Irrational ‘managed’
- 7. Smile industries Control of employees’ emotion for commercial gain Emotional Labour ‘Inside-out’ smile ‘Fake it till you make it’ Emotional labourers
- 9. Emotional Intelligence ‘An optimistic route to optimi outcom Fineman, 20
- 10. What is this telling us?
- 11. What might happen if? Leaders felt empowered to express emotion? We suspended moral judgement? Orgs were real not idealised? Relationship management was everybody’s business? We viewed emotion as a source of systemic intelligence?
- 12. References FINEMAN, S. 2006. On Being Positive: Concerns and Counterpoints. Academy of Management Review, 31, 270-291. WEBER, M. 1946. From Max Weber: Essays in Sociology, New York, Oxford University Press.