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A scene from 'Iphigenia in Tauris' by Euripides. Roman fresco in Pompeii (Source: Wikimedia Commons)

Decision-Making With Emotional Intelligence

Idea posted: September 2013
  • Leadership & Change
  • Learning & Behaviour

Decisions, especially decisions involving risk, are often guided by emotions, such as anxiety, that in fact emerge from completely unrelated events. Emotionally intelligent leaders are less likely to make a mistake with “incidental” anxiety because they recognize the irrelevant source of their emotions. Leaders can also help others reduce the impact of incidental anxiety by simply pointing out the true source of their emotions.

Idea #217
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Angry Wikipe-tan (Source: Wikimedia Commons)

Using Anger in Negotiations - Real and Fake

Idea posted: May 2013
  • Leadership & Change
  • Operations

Previous studies indicated that in negotiations, the anger of one party would lead to concessions from the other party. New research shows, however, that there is a difference between real anger and feigned anger. While real anger might be effective in negotiations — causing the other party to think of the negotiator as tough and less likely to make concessions — new research reveals that faked anger will actually backfire. The reason being that counterparts in the negotiation see through the feigned emotion, lose their trust in the good faith and sincerity of the negotiators, and thus

Idea #209
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