“Never make a permanent decision based on a temporary emotion.”
–Anonymous
Have you ever heard someone say, “I am so tired of the drama?” In a recent Global IOC survey about the impact of emotional drama on workplace relationships, respondents were overwhelmingly frustrated by the expression of emotional drama at work. Emotional drama typically involves a focus on interpersonal relationships, misunderstandings, or conflicts that are blown out of proportion, leading to a charged atmosphere where emotions dominate rational decision-making. When the individual feelings spill over into the workplace, the result can be emotional contagion which involves drawing others into the situation. Emotional contagion and drama are concepts that can significantly influence group dynamics, especially within organizations, teams, or social environments.
Emotional contagion can create a feedback loop within groups, where emotions are continually reinforced and amplified. As the receiver begins to experience the emotion being expressed by the sender, the brain receives the feedback, and it may internalize the emotion, making the receiver feel as though they are genuinely experiencing it. This process can happen very quickly, often in a matter of seconds. At this stage, the receiver might not only feel the emotion but also begin to act in ways consistent with that emotion. If multiple people are exposed to the same emotional cues, emotional contagion can spread quickly within a group. For example, if one person in a team meeting is anxious, their anxiety can spread, leading others to feel tense or stressed, possibly not even understanding why they are feeling stressed. This collective emotional experience can influence group dynamics, decision-making, and overall atmosphere.
Interaction Between Emotional Contagion and Drama
In situations of drama, emotional contagion can cause the emotions involved to escalate rapidly. Drama often creates a cycle of negative emotional contagion, where negative emotions continuously feed into the drama, making it more difficult to resolve the underlying issues. This can lead to a pervasive sense of negativity within the group. Leaders play a crucial role in managing both emotional contagion and drama. A leader who demonstrates emotional intelligence can help to contain negative emotional contagion by addressing the root causes of drama, facilitating open communication, and modeling positive emotional behaviors.
It is important to note that emotional contagion can be both a positive or negative expression. When someone expresses positive emotions like enthusiasm, joy, or confidence, these feelings can spread throughout the group, boosting morale, increasing motivation, and enhancing overall performance. Conversely, negative emotions like anger, anxiety, or sadness can also spread. If a leader or influential team member displays these emotions, it can lead to decreased productivity, higher stress levels, and even conflict within the group. Knowing that individuals and leaders can influence groups through positive emotions provides a pathway for addressing negative emotional contagion. Although some have challenged the three to one rule for a ratio of positive interactions to negative interactions, Barbara Fredrickson’s book “Positivity: Top-Notch Research Reveals the 3-to-1 Ratio That Will Change Your Life" highlights the powerful role that positive emotions play in enhancing our lives.
The Evidence is Clear
James H. Fowler and Nicholas A. Christakis in “Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives" discuss how emotions can spread through social networks. The authors argue that our social connections extend beyond just direct relationships and have a significant impact on our behaviors, thoughts, and even emotions, often in ways we might not fully realize. They also propose that each person’s influence extends out to three degrees of separation in a social network. This means that your actions and emotions can affect your friends, your friends’ friends, and even their friends. This concept illustrates the far-reaching effects of individual behavior within social networks. Finally, the book discusses how emotions can spread through social networks, similar to the way infectious diseases spread. For example, happiness, sadness, or stress can ripple through social connections, affecting not just those you interact with directly but also those several degrees removed from you.
A second author, Sigal Barsade, who was a Wharton professor and prolific researcher in the area of emotional contagion found that emotional contagion is a powerful force in group settings within the workplace. Her work demonstrated that emotions could spread among team members, influencing group cohesion, decision-making, and overall performance. Barsade also examined the "ripple effect" of emotions in the workplace, where the mood of one person can spread to others, much like a ripple on the surface of water. Her studies highlighted that even subtle emotional expressions could significantly impact the work environment. Wharton Ready Livecast Series Emotional Contagion with Sigal Barsade (youtube.com)
One of Barsade’s studies which provided strong empirical evidence of the power of emotional contagion in workplace settings was conducted with colleagues. It involved an experiment in which participants were placed in small groups and exposed to an actor who displayed either positive or negative emotions. The study found that the mood displayed by the actor significantly influenced the mood of the entire group, as well as the group’s performance on a decision-making task.
Finally, the work of Richard Boyatzis over the years contributed significantly to the body of work in emotional contagion. One of Boyatzis’ key contributions is the concept of “resonant leadership”, which he co-developed with Annie McKee and Daniel Goleman. Resonant leaders are those who are in tune with their own emotions and the emotions of others, creating a positive emotional atmosphere. This concept is closely related to emotional contagion, as resonant leaders are adept at spreading positive emotions throughout their teams and organizations, leading to increased engagement, morale, and productivity. Boyatzis emphasizes the role of emotional intelligence in managing emotional contagion. Leaders with high emotional intelligence are more aware of their emotional impact on others and can harness emotional contagion to foster a positive and motivating environment. They are also better equipped to mitigate the spread of negative emotions, which can undermine team performance and well-being.
Managing and Reducing Drama in the Workplace
How to best manage and reduce drama in the workplace? First, address issues directly and encourage open dialogue to prevent misunderstandings from escalating into drama. Next, ensure that communication is clear to help to resolve conflicts before they become emotionally charged. It is critical to establish clear boundaries around acceptable behavior and communication within the group and hold individuals and teams accountable to those boundaries. Focus on building the emotional intelligence skills of self-awareness, empathy, and the ability to manage one’s emotions effectively. Find constructive solutions that shift the focus from the emotional aspects of the drama allowing for a blend of logic and rationality. This can help to defuse the situation and redirect energy towards positive outcomes. Finally, it is essential that leaders and influential team members model calm, rational behavior in the face of potential drama. By not engaging in or amplifying drama, they can set the tone for the rest of the group.
Emotional drama can be highly disruptive and damaging to both individuals and groups. By understanding its characteristics and impacts, and by employing strategies to manage and reduce drama, it’s possible to create a more harmonious and productive environment.