In a very general definition, emotion is a neural impulse that makes an organism take a particular action. However, we can describe it as sudden and acute affective state triggered by a perception, which can be external or internal, or a representation, which can be real or imagined, characterised by a more or less intense activation of the neurological processes, such as glandular, muscular, respiratory, cardiac, and vasomotor changes.

It is in adaptive decision-making that emotions play an important role, showing that there is no reason without emotion.

In themselves, emotions cannot show anything; they are not able to speak, have no identity and do not have feelings, for which reason they need to be studied as part of a person’s life and understood in terms of their meaning and role. For this reason, there are several types of emotion, such as fear, shame, happiness, anger, and jealousy.

The purpose of reason is not to generate emotions, although its role may include discovering ways to prevent such emotions from becoming an obstacle to wellbeing. Emotions are important in behaviour control, including functions like perception, learning, memory, and intelligence.

Emotions make us unique, since it is our emotional behaviour that differentiates us from each other. Throughout natural evolution, emotional processes shape adaptive behavioural responses, and the choice of responses in particular situations reflects the use of reason. This means that adaptive responses are shaped by emotions, and that the choice of future behaviours is determined by reason.

In the same fashion, reason, by itself, does not know when to start or stop to evaluate the costs and benefits of a decision. It is our own emotional reference framework that selects the options available to us. Accordingly, separating reason from emotion is unwise, given that emotions are an indispensable part of our rational life. Emotions ensure balance in our decisions.
In an organizational context, emotions are present in the way they act upon the wellbeing of people and on interactions. Organizational life is filled both with positive emotional situations, ranging from motivation and expectations to celebration and hope, and negative ones, such as bitterness, unhappiness, disappointment, or resentment.

The trilogy Work, Personal Life and Emotions form complex relationships, the understanding of which often escapes the schemes that reason provides. Emotions contribute to more rational decision-making, and it may help individuals have a heightened awareness of their emotions, learning how to deal with them in a more productive way, and how to take advantage of them in distinct situations.

In this context and over time, the trend is to put emotions in the background of organisations. On the one hand, this is because the view that organisations were designed as places of rationality, and not as places for affection, still persists, and emotions are viewed as being the opposed of reason. On the other hand, this is due to the fact that emotions are perceived as being uncontrollable and inaccessible from an organisation’s viewpoint.

However, we know that cognition and emotion are not independent processes, and that it is not possible to make decisions without the intervention of emotions. For this reason, it is very beneficial to bring together the two concepts – emotion and reason, in all situations.

Behaviour can generate and be generated by emotion in the activities of organisations, given that any action or behaviour in the life of an organisation is constantly under the influence of these two strands. The activity that is carried out and the circumstances under which it occurs can cause duality if feelings such as frustration or, conversely, personal accomplishment, are present. In this sense, it is clear that whatever the feeling experienced, performance at work will always be influenced.

From this point of view, emotions can be defined as organisational responses to internal or external events that have a positive or negative effect for the individual. It is a fact that emotional conditions influence the judgements people make and their perceptions of successes and failures. Humour, for instance, influences our thinking, memory and perception.
In an organisation, negative feelings do not allow us to build healthy and productive relationships with colleagues, and they compromise the individual’s capacity for development and his or her creativity.

The quality of service provided is another situation in the organisation that is strongly influenced by emotions, particularly work involving interacting with clients or the public. A good management of emotions when carrying out those activities is essential for a positive result.

Still in an organisational context, emotions have a strong influence in a situation of change. The ambiguity or uncertainty behind a situation of change increases the emotional charge of individuals, which makes them develop ways that enable them take precautions and sense opportunities, such as Empathy to set up sharing relationships; Understanding of the surrounding circumstances and of other people’s feelings so as to avoid conflict and resentment; and Encouragement, in the practical sense of managing the feelings of fear and insecurity in the face of change.

In these situations, decision-making and choosing options is common, for which reason the interaction between emotion and reason presupposes generating significant positive effects, meaning that in this process there is a close connection between the cognitive and emotional elements.

Accordingly, for organisations, the challenge is how to deal with the complementarity between reason and emotion in an intelligent way. Our behaviour will always reflect what we feel or what we want to show we are feeling.

Carla Reis
Common Resources and Shared Services Centre of the University of Lisbon
carla.reis@ul.pt

Bibliography:

Gleitman, H., Fridlund, A. and Reisberg, D. (2003). Psicologia. Lisbon: Fundação Calouste Gulbenkian.
Pestana, E. and Páscoa, A. (2002). Dicionário Breve de Psicologia. Lisbon: Editorial Presença.
Pina e Cunha, M., Rego, A., Cunha, R. C., Cardoso, C. C. (2005). Manual de Comportamento Organizacional e Gestão. Lisbon: RH Editora.
Tomaz, C. and Giugliano, L. (1997). A razão das emoções: um ensaio sobre “O erro de Descartes”. Brazil.