Merve Emre on emotional intelligence as corporate control (Re-release)
Dec 31, 2024
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Merve Emre, an Associate Professor at Oxford and a cultural critic for The New Yorker, challenges the traditional views of emotional intelligence. She argues that it can be weaponized for corporate control rather than genuine growth. The conversation explores its roots in emotions, how it intersects with social class, and its impact on workplace culture. Emre calls for reevaluation of psychological strategies in organizations, advocating for sustainable employee support over superficial fixes, while revealing the complexities of emotional labor in professional settings.
Emotional intelligence, while often regarded as a personal asset, can be manipulated by corporations to reinforce power dynamics and suppress systemic issues.
Recognizing emotional labor as a significant aspect of workplace dynamics is crucial, as it highlights the need for addressing employee well-being rather than just focusing on individual emotional management.
Deep dives
The Concept of Emotional Intelligence
Emotional intelligence is often perceived as a skill set that enables individuals to manage and understand their emotions and those of others. The origins of the term raise questions about its validity; it has been suggested that the concept may serve corporate interests by framing emotions in a way that encourages employees to internalize their challenges instead of addressing systemic issues. The speaker opines that the individualization of emotional intelligence detracts from the understanding of emotions as social constructs influenced by broader cultural dynamics. This perspective shifts the dialogue from merely training individuals to regulate their emotions to recognizing the structural contexts that shape emotional responses.
Emotional Labor vs. Emotional Intelligence
The distinction between emotional labor and emotional intelligence is critical to understanding workplace dynamics. Emotional labor refers to the expectations placed on employees to manage their emotions for the benefit of the organization, often leading to burnout when individuals must perform feelings they do not genuinely experience. In contrast, emotional intelligence often focuses on self-regulation and individual skill development. This conversation suggests that there should be a prioritization of recognizing emotional labor as a significant aspect of many jobs, especially those that require constant interpersonal engagement.
Corporate Control Through Emotional Management
The critique of emotional intelligence extends into its application and the power dynamics in organizational settings. It posits that emotional intelligence training can be a tool for corporate control, where organizations encourage employees to manage their stress and emotions instead of addressing underlying issues such as job insecurity and poor management practices. This framework can result in a culture where employee dissatisfaction is silenced under the guise of personal development, preventing necessary reforms within the organization. The implication is that corporations might benefit from creating an emotionally adaptive workforce rather than fostering a genuinely supportive environment.
Rethinking Emotional Skills and Relationships
A deeper analysis of emotional skills highlights the significance of relational dynamics over individual capacities. While some people may excel in emotional management, it is essential to recognize that interactions involve both parties, and emotions are co-regulated within these relationships. This perspective promotes the idea of emotional skills as a socially constructed phenomenon, encouraging discussions around how socialization affects emotional development. Ultimately, this approach can lead to a more nuanced understanding of how emotions function in various relational contexts, rather than solely categorizing them as personal strengths or weaknesses.
It's been 25 years since the concept of emotional intelligence exploded onto the scene. Cultural critic Merve Emre makes a bold case that in the wrong hands, it can be used to exploit people. We unpack the surprising roots of emotional intelligence, how it's been co-opted as a form of corporate control and why you might want to rethink some of your core assumptions about emotions at work. This episode originally aired on June 8, 2021.
You can find the full transcript for this episode at go.ted.com/T4GTscript6