ReThinking
Merve Emre on emotional intelligence as corporate control (Re-release)
Dec 31, 2024
Merve Emre, an Associate Professor of English at the University of Oxford and a contributor to The New Yorker, discusses the dark side of emotional intelligence. She reveals how this concept, often seen as beneficial, has been weaponized by corporations for control over employees. Emre scrutinizes its origins, the socio-economic factors at play, and the superficial nature of corporate emotional intelligence training. The conversation delves into emotional labor's complexities, advocating for a more genuine approach in workplaces that values authentic emotional expression.
53:44
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Quick takeaways
- Emotional intelligence has been co-opted by corporations as a method of control, pressuring employees to conform rather than addressing systemic issues.
- Recognizing emotional intelligence as a social construct emphasizes the importance of relational dynamics and systemic factors in shaping emotional responses at work.
Deep dives
The Origins and Implications of Emotional Intelligence
Emotional intelligence (EI) originated from a framework that suggests individuals can possess skills in perceiving, understanding, and managing emotions. Initially popularized by Daniel Goleman, the concept has been critiqued for propagating the notion of personal deficiencies that lead to emotional shortcomings, which can pressure individuals into conforming to corporate expectations. It is argued that EI has been co-opted by corporations as a means of control, nudging employees towards conformity and compliance rather than addressing systemic workplace issues. This creates a dynamic where employees are taught to manage their emotions under demanding conditions, potentially stifling legitimate grievances about their work environments.
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