Emotions in the workplace do not have the best reputation. Tears or shouting are out of place if you want things to be professional. Nevertheless, it cannot be denied: People also have emotions in the workplace and they largely control our actions. Especially in times of change, it is an important task to take employees' feelings seriously and deal with them professionally. Martin Kupiek, author of the article "Agile Transformation: The Path to the Emotion Economy" in the anthology "Agility in companies" explains the importance of emotions in business transformations and how to deal with them.

Note from the TCI editorial team: Click here to go directly to part two of the interview with Martin Kupiek - Emotions in the world of work: a win-win situation - Interview with Martin Kupiek

Emotions are individual

Katja Heumader: Mr. Kupiek, what do you think: are people less in control of themselves today than they were ten years ago? As a result of digitalization, have we become toddlers who have to have everything available immediately and at all times?

Martin Kupiek: This is indeed the case in certain areas. Anyone who orders something on the Internet today wants to be thrilled with the offer, have it quickly and be able to return it easily. This situation is comparable to a small child who desperately wants a sweet at the checkout and throws a tantrum if their wish is not fulfilled. The appreciation and importance of "having patience" is becoming less and less important in everyday life.

KH: Do all people feel emotions in the same way - in other words, is anger the same as anger and joy the same as joy, regardless of the person?

MK: We are all individuals and have been socialized differently in our families, schools and education. This means that our perception and experience of emotions are also very different. This applies to our own feelings, but also to how we assess the feelings of others.

It gets interesting when you look at the picture on the right. What feelings do you think you see there? Numerous interpretations are possible, for example the man is sad, he is looking for something on the floor, he is thinking, he has back pain, and so on. You make your judgment depending on your own world of experience and the current context in which you find yourself.

Responsibility and self-management can trigger feelings of being overwhelmed

KH: Why are emotions now becoming the focus of management? What do you hope to gain from this?

MK: Digitalization brings with it many new challenges for managers and employees. It is not the case that conflicts in the work process simply disappear due to less hierarchy and more teamwork, but rather that new ones arise. Agile working also means more responsibility and self-management. Some people are overwhelmed by this. The fear of failure increases, leading to uncertainty and disorientation. Even if the path to change is unclear, this can lead to uncertainty. This is why every manager should know how to deal with emotions in the workplace.

KH: And to put it the other way round: why only now? Why has the myth of absolute rationality been spread for so long and emotions denied, especially in a business context?

MK: Denial would be too harsh for me, feelings tended to be suppressed or avoided. Emotions had to be endured, for example the notorious choleric people who would have a screaming fit, where employees would run for cover if something didn't work out. Emotions were equated with weakness. Who wants to be seen as weak if they want to make a career? This has changed. Today, there are more opportunities to deal with emotions openly and professionally.

KH: Can organizations react emotionally? Or are emotions reserved for individuals?

MK: Emotions are also shared - who hasn't heard statements like "department xy is always in a good mood" or "service is in a bad mood again". Here, individual emotions are shared by others, everyone is happy and showing joy is recognized as an identity-forming and accepted expression of behaviour in the group.

The interview with Dr. Martin Kupiek was conducted by Dr. Katja Heumader for the TCI editorial team.

"Agility in companies": theoretically sound and practical

The focus of "Agility in Companies" is on the practical application of the concepts. In addition to an introduction to the theoretical foundations, the contributors to the anthology cover various areas: Corporate and personnel management, organizational management, evaluation and controlling, decision-making behavior, roles in projects and the management of business processes.

"Agility in Companies" is aimed at internal and external practitioners for whom transformation management is at the center of their tasks. Coaches, business managers, managing directors and other decision-makers will benefit from the comprehensive perspectives in this anthology, as will academics and lecturers specializing in organization, agile management, project management, business management, change management, product management, development, process management and strategic management.

Note from the editors:

Buy the entire book or individual chapters directly here as eBook for Euro 46.99 (complete edition) or Euro 26.70 (individual chapters)!

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Source cover image: © Ralf Geithe | Adobe Stock