{"id":18249,"date":"2018-11-21T16:25:02","date_gmt":"2018-11-21T15:25:02","guid":{"rendered":"https:\/\/www.igmanagement.it\/?p=18249"},"modified":"2023-06-27T10:33:21","modified_gmt":"2023-06-27T08:33:21","slug":"the-strategic-value-of-emotional-competences","status":"publish","type":"post","link":"https:\/\/www.igmanagement.it\/en\/2018\/11\/21\/the-strategic-value-of-emotional-competences\/","title":{"rendered":"The strategic value of emotional competences"},"content":{"rendered":"

Aarticle by Diego Ingrassia – “The Strategic Value of Emotional Skills<\/em>“ – <\/em> NOVEMBER_HARVARD BUSINESS REVIEW<\/em><\/a><\/p>\n

Emotions have always been discouraged in our society, and for a long time even in the world of work they had no place. In the wake of thinking from the school benches, a rational, clear-headed and detached mind was considered the best requirement for a good job performance. Little room was always left for emotions, because they were at odds with the idea of efficiency. To be called ’emotional’ was tantamount to being considered weak; there was no room for sadness in this scenario, otherwise one was immediately branded as depressed. The idea of being able to keep reason and emotions separate is a thought that has lived long within our culture, but this is not possible as well as wrong.
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\nThe merit of the studies on emotional intelligence<\/strong>, starting with the work of Salovey and Mayer (1995), which then came to the general public through Daniel Goleman’s vast popular work, is that it has made us realise the fundamental role that emotions play in situations long imagined as the exclusive domain of rational logical thought, such as decision-making problems and risk assessment. Two Nobel Prize winners on these topics (Daniel Kahneman, 2002 and Richard Thaler, 2017) are the best testimony to the value of this research.<\/p>\n

This momentum has given rise to a construct that effectively synthesises a set of qualities:<\/p>\n