In her excellent 1983 book, The Managed Heart: Commercialization of Human Feeling, sociologist Arlie Hochschild described what she termed “emotion work,” or the way that our emotions and emotional states are a part of what we offer (and what is expected from us) in the workplace. For instance, flight attendants must not only understand the intricacies of their physical work on airplanes, but they must also present an open, welcoming demeanor to passengers. Even when passengers are bad-tempered or needy, part of the work of a flight attendant is to continually offer a calm, helpful, accepting presentation of self.
If passengers are rude, a good flight attendant won’t generally snap at them or ignore their requests. In fact, this normal human reaction is frowned upon; therefore, part of the job description and work product of a flight attendant is to deal in unusual ways to rudeness or bad behavior. This is emotion work. It’s a part of our social contract with each other, and though it’s not given as much importance as other areas of a job description, emotion work is possibly the most important job skill you possess.
As you go through your day, pay attention to the emotion work of the people who serve you, and the people you serve. You probably have very specific (yet unspoken) emotion work rules for the owners and employees of businesses you visit, even if you’ve never set eyes on them before. You know how they’re supposed to behave, how you’re supposed to behave, and how any other person in the business is supposed to behave. You also have very specific emotion work expectations for yourself, your co-workers, your employees and contractors, and your managers or bosses.
Yet even though we all “know” how everyone is supposed to behave, this knowledge is not made clear, and a great deal of the trouble I see in the workplace revolves around emotion work that is either not being performed (the “problem” employee), or is being performed but not valued (the put-upon, or heading-for-burnout employee). The workplace can become really miserable when there is trouble in the sphere of emotion work.
I’ve always been a stranger in the workplace because I can’t believe how poorly emotions are handled in most jobs. I tend to get into trouble because I say, “Hey, why don’t you tell your assistant the truth instead of doing his work for him?” or “That person is working way past her abilities, and she’s bossy and snappy because of it,” or “This person is heading for burnout, and if you call yourself a manager, then manage the tension in this building so your workers don’t get fried!” Empathically speaking, I see poorly-managed emotions as a part of the workflow — as an integral part of the profitability and efficiency (or lack thereof) of any business, but most people aren’t really awake to this.
Due to my continual questions about the emotionally incapacitating tendency of the workplace, I decided to study the sociology of work and occupations (this is in addition to my BA in Social Science and my work as a researcher). I became certified in Career Testing and Guidance, and in Human Resource Administration.
And here’s something that totally fascinates me: Career Guidance and HR Administration programs spend almost no time on emotion work. There are a few psychology courses, but the focus is more on how to deal with problem employees than it is on understanding the nuances of emotion work and how a nonsupportive workplace can create an unproductive emotional atmosphere … and problem employees. There’s also very little awareness of why people burn out; a great deal of the burnout prevention I was taught focused on making jobs more interesting or varied, but there was almost no awareness of the burnout potential of unsupported emotion work.
So the Career Guidance professionals whose job it is to help us find work, and the HR professionals who oversee the workplace … unless they’ve done extracurricular study, these people usually have no clear training in or understanding of emotion work, which is the central human skill that makes the workplace functional (or, more commonly, dysfunctional!).
So let’s change that and openly discuss our emotion work.
What emotion work do you do, and is it stated as part of your job description? Are you doing any emotion work for a colleague, such as soothing tempers if your colleague blows up, translating for your colleague when others don’t understand, or taking the lead if your colleague cannot speak up on his or her own?
What emotion work do you do? Is it recognized? Do you get paid for it?