There has been considerable discussion on emotion
and rationality in the workplace. Some have argued that emotionality should
always be second to rationality. Yet emotionality allows an opportunity to make
quick responses while rationality is a process of reflection that leads to more
exact outcomes. Both processes can work together to create accuracy and
motivation in way that neither can do alone.
There are two types of cognitive abilities one of
which is related to quick reaction that does not require processing and the
other a slower and more reflective process (Kahneman and Frederick, 2002).
These are often seen as process 1 and process 2. Process 1 includes quick and
automatic determinations like facial recognition while process 2 is more
analytical like reflecting on math problems.
These two processes impact one’s ability to respond
to situations and events within our lives. Generally, those with emotional
intelligence can delay the “knee jerk” reactions of process 1 to give better
responses after using process 2. Under certain circumstances it is better to
use process 1 to create efficiency in difficult situations but these should be
tapered by the rationality of 2 to be most successful.
The ability of human beings to reflect means that
they also have the ability to learn from the past. It is this constant process
of reflection and learning that makes better choices for the future. Those who
do not use reflection with the analytical processes of 2 are continually
subjected to the control of process 1 based in the heuristics they have
developed in their lives. Their responses are automatic and sometimes not
accurate.
Reflection and reason have an important function for
predicting the likely outcomes of events. Rae writes in 1834 in the work New
Principles of Political Economy, “The
strength of the intellectual powers, gives rise to reasoning and reflective
habits…brings before us the future…in its legitimate force, and urge the
propriety of providing for it”. Our
thinking abilities and skills can understand the trends of the future and by
aligning individual actions we can meet those challenges.
As a system the tackling of problems today and
focusing on the strategic solution desired in the future creates constant
alignment. In organizations, or lives, where individuals wait until the problem
is apparent and destructive before finding a solution are constantly stuck in
reactive and procrastinate solutions where they are less effective. Knowing where
an organization wants to go and solving problems to meet that future position
saves considerable headache, poor choices, and resources.
The use of process 1 and process 2 are important for
success in business. Those who rely heavily on the quick emotional process 1
will not be able to gauge their responses while those that rely heavily on
process 2 will be more accurate in their decisions but will not be able to
respond to situations quickly. Knowing how to manage process 1 and process 2 can
develop accuracy and effectiveness. One
is not confined to either emotion or rationality but can use both effectively
to make effective business decisions.
Kahneman, D. & Fredrick, S. (2002).
Representativeness revisited: attribute substitution in intuitive judgement in
Hueristics and biases: the psychology of intuitive judgment. T. Gilovich, D.
Griffin and D. Kahneman, eds. New York: Cambridge University Press, pp. 49–81.
