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An emotionally confusing world

Ever since Daniel Goleman’s book, Emotional Intelligence: Why it Can

Matter More Than IQ, there has been increasing acceptance of the

role of emotions in the workplace. EQ has become a shorthand

term for this aspect of intelligence and many very interesting tools

and techniques have been developed as a result. But, in many cases,

it is still talked about as if it were something distinctly separate

from the rest of working life.

In truth, when it comes to dealing with emotions in the

workplace we are still very much at first base. This is hardly sur-

prising given the enormous variety of responses that the same event

can produce in different people.

Take the case of Princess Diana. When she died in a car acci-

dent in Paris a few years ago, there were some interesting reactions.

Prime Minister Tony Blair gave a long and moving speech in a

churchyard suggesting that she was the princess of all our hearts.

The leader of the British Opposition, William Hague, gave a rather

short and uninvolved tribute. Ordinary people from all over the

world sent flowers to Kensington Palace. Hundreds of thousands of

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Fulfilled

Generous

Humorous

Satisfied

Interested

Impatient

Bored

Defensive

Stressed

Depressed

Creative

Appreciative

Happy

Cooperative

Curious

Frustrated

Dissatisfied

Judgmental

Angry

Hostile