Noi: How do feelings become just as important and just as integral to how we run companies as like panel, or an innovative idea, or any other sort of lic mem of import inside of a knowledge system? Ota: i think that's really interesting, the way you made that comparison. I do have a lot of hopein in whatcould yes. But ultimately, when you're in the facilitation roll, you see that million ways to run a meaning. And actually the deeper change is like making these things more human and helping people do that.
The past two-plus years have been defined by uncertainty and upheaval—so it’s safe to say that we’ve been having some feels. Specifically, big feelings—feelings like anger, despair, and burnout, all of which are often pegged as “negative” or “bad.” We tell ourselves lots of stories about these emotions: that we should be strong enough to override them; that our feelings are more intense than others’; and that they have individual (versus structural) solutions. But in the new book Big Feelings: How to Be Okay When Things Are Not Okay, co-authors Mollie West Duffy and Liz Fosslien rewrite that narrative. According to them, the more we can name and understand our toughest emotions, the more we can use them to fuel larger-scale transformation.
In this episode of Brave New Work, Aaron Dignan and Rodney Evans chat with Mollie about why becoming more feelings fluent in the workplace is critical for realizing a more human future of work.
Order Mollie and Liz's book here: https://bookshop.org/books/big-feelings-how-to-be-okay-when-things-are-not-okay/9780593418239
Learn more about Mollie's work here: https://molliewestduffy.com/
Our book is available now at bravenewwork.com
We want to hear from you. Send your thoughts and feedback to podcast@theready.com
Looking for some help with your own transformation? Visit theready.com