The Psychology of Engagement

The Psychology of Engagement

Do you love and hate your job?

It's a simple question. Not either/or. Both/and.

If you answer the latter, you are ambivalent. Not indifferent. Ambivalent. No, it's not the same thing.

Ambi = both. Valent = strength. You have contradictory strong feelings and/or thoughts about work.

Why am I asking this question? Because employee engagement is about how we manage these contradictory feelings. The more love we feel, the more we engage with work. The more hate we feel, the more we disengage. The fundamental claims of the engagement movement.

Somehow, we've becomes stuck in a belief system that sees us as being either/or. Not both/and. Despite nearly all of us identifying with the latter.

How and why did we get to this state of affairs? Develop a system of measurement for feelings and thoughts that doesn't relate to how we actually feel and think. And does this mismatch result in unnecessary emotional and psychological stress?

It's a complex story. It's dramatic. Full of blind ambition. Ethically dodgy practices. Backstabbing politics. Sex and violence. And death.

With all good stories, the best place to start is the beginning.

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Emotionally Intelligent Decision-Making in an Ambivalent Society

Emotionally Intelligent Decision-Making in an Ambivalent Society

We are inundated with literature and advice on how to be emotionally intelligent leaders, happy at work, show our authentic passions and generally be positive contributors to society. It's an increasingly powerful force in the world of leadership, management and organisations. As is my wont, I find the degree to which this literature entreats us to follow its path (and no other) suspicious, feeling it is trying to blind us from contemplating Hegel's "unhappy consciousness" and pushing towards being "happy robots".

We seem to be fleeing from something, some amorphous fear lurking at the back of our minds that we can't possible let out into the open, a zombie worm of doubt and fear that feeds our anxieties. By telling us we must be this type of person, emotionally and intelligently, or emotionally intelligently (hah!), assured of making clear and rational decisions that push forward our personal and corporate agendas in the pursuit of our happyness [sic] and purpose, are we not, as we have always tended to do, pushing the complexities of human existence into the naughty corner, out of sight and out of mind. Why are we doing this? 

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