【已领】健康TheDarkSideofEmotionalIn

　　标题：TheDarkSideofEmotionalIntelligence
　　source：medium丨AdamGrant
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　　Insomejobs，beingintouchwithemotionsisessential。Inothers，itseemstobeadetriment。Andlikeanyskill，beingabletoreadpeoplecanbeusedforgoodorevil。Insomejobs，beingintouchwithemotionsisessential。Inothers，itseemstobeadetriment。Andlikeanyskill，beingabletoreadpeoplecanbeusedforgoodorevil。
　　Someofthegreatestmomentsinhumanhistorywerefueledbyemotionalintelligence。WhenMartinLutherKing，Jr。presentedhisdream，hechoselanguagethatwouldstirtheheartsofhisaudience。“Insteadofhonoringthissacredobligation”toliberty，Kingthundered，“AmericahasgiventheNegropeopleabadcheck。”Hepromisedthataland“swelteringwiththeheatofoppression”couldbe“transformedintoanoasisoffreedomandjustice，”andenvisionedafutureinwhich“ontheredhillsofGeorgiasonsofformerslavesandthesonsofformerslaveownerswillbeabletositdowntogetherattheofbrotherhood。”
　　Deliveringthiselectrifyingmessagerequiredemotionalintelligencetheabilitytorecognize，understand，andmanageemotions。Dr。Kingdemonstratedremarkableskillinmanaginghisownemotionsandinsparkingemotionsthatmovedhisaudiencetoaction。AshisspeechwriterClarenceJonesreflected，Kingdelivered“aperfectlybalancedoutcryofreasonandemotion，ofangerandhope。Histoneofpainedindignationmatchedthatnotefornote。”
　　Recognizingthepowerofemotions，anotheroneofthemostinfluentialleadersofthe20thcenturyspentyearsstudyingtheemotionaleffectsofhisbodylanguage。Practicinghishandgesturesandanalyzingimagesofhismovementsallowedhimtobecome“anabsolutelyspellbindingpublicspeaker，”saysthehistorianRogerMoorhouse“itwassomethingheworkedveryhardon。”HisnamewasAdolfHitler。
　　Sincethe1995publicationofDanielGoleman’sbestseller，emotionalintelligencehasbeentoutedbyleaders，policymakers，andeducatorsasthesolutiontoawiderangeofsocialproblems。Ifwecanteachourchildrentomanageemotions，theargumentgoes，we’llhavelessbullyingandmorecooperation。Ifwecancultivateemotionalintelligenceamongleadersanddoctors，we’llhavemorecaringworkplacesandmorecompassionatehealthcare。Asaresult，emotionalintelligenceisnowtaughtwidelyinsecondaryschools，businessschools，andmedicalschools。
　　Emotionalintelligenceisimportant，buttheunbridledenthusiasmhasobscuredadarkside。Newevidenceshowsthatwhenpeoplehonetheiremotionalskills，theybecomebetteratmanipulatingothers。Whenyou’regoodatcontrollingyourownemotions，youcandisguiseyourtruefeelings。Whenyouknowwhatothersarefeeling，youcantugattheirheartstringsandmotivatethemtoactagainsttheirownbestinterests。
　　Socialscientistshavebeguntodocumentthisdarksideofemotionalintelligence。InemergingresearchledbyUniversityofCambridgeprofessorJochenMenges，whenaleadergaveaninspiringspeechfilledwithemotion，theaudiencewaslesslikelytoscrutinizethemessageandrememberedlessofthecontent。Ironically，audiencemembersweresomovedbythespeechthattheyclaimedtorecallmoreofit。
　　Theauthorscallthistheawestruckeffect，butitmightjustaseasilybedescribedasthedumbstruckeffect。OneobserverreflectedthatHitler’spersuasiveimpactcamefromhisabilitytostrategicallyexpressemotionshewould“tearopenhisheart”andtheseemotionsaffectedhisfollowerstothepointthattheywould“stopthinkingcriticallyandjustemote。”
　　Leaderswhomasteremotionscanrobusofourcapacitiestoreason。Iftheirvaluesareoutofstepwithourown，theresultscanbedevastating。Newevidencesuggeststhatwhenpeoplehaveselfservingmotives，emotionalintelligencebecomesaweaponformanipulatingothers。InastudyledbytheUniversityofTorontopsychologistStphaneCt，universityemployeesfilledoutasurveyabouttheirMachiavelliantendencies，andtookatestmeasuringtheirknowledgeabouteffectivestrategiesformanagingemotions。Then，Cote’steamassessedhowoftentheemployeesdeliberatelyunderminedtheircolleagues。TheemployeeswhoengagedinthemostharmfulbehaviorswereMachiavellianswithhighemotionalintelligence。Theyusedtheiremotionalskillstodemeanandembarrasstheirpeersforpersonalgain。InonecomputercompanystudiedbyTelAvivUniversityprofessorGideonKunda，amanageradmittedtotellingacolleague“howexcitedweallarewithwhatheisdoing，”butatthesametime，“distancingmyorganizationfromtheproject，”so“whenitblowsup，”thecompany’sfounderwouldblamethecolleague。
　　ShiningalightonthisdarksideofemotionalintelligenceisonemissionofaresearchteamledbyUniversityCollegeLondonprofessorMartinKilduff。Accordingtotheseexperts，emotionalintelligencehelpspeopledisguiseonesetofemotionswhileexpressinganotherforpersonalgain。Emotionallyintelligentpeople“intentionallyshapetheiremotionstofabricatefavorableimpressionsofthemselves，”ProfessorKilduff’steamwrites。“Thestrategicdisguiseofone’sownemotionsandthemanipulationofothers’emotionsforstrategicendsarebehaviorsevidentnotonlyonShakespeare’sstagebutalsointheofficesandcorridorswherepowerandinfluencearetraded。”
　　Ofcourse，peoplearen’talwaysusingemotionalintelligencefornefariousends。Moreoftenthannot，emotionalskillsaresimplyinstrumentaltoolsforgoalaccomplishment。InastudyofemotionsattheBodyShop，aresearchteamledbyStanfordprofessorJoanneMartindiscoveredthatfounderAnitaRoddickleveragedemotionstoinspireheremployeestofundraiseforcharity。AsRoddickexplained，“Wheneverwewantedtopersuadeourstafftosupportaparticularprojectwealwaystriedtobreaktheirhearts。”However，Roddickalsoencouragedemployeestobestrategicinthetimingoftheiremotionexpressions。Inonecase，afternoticingthatanemployeeoften“breaksdownintearswithfrustration，”Roddicksaiditwasacceptocry，but“Itoldherithastobeused。Isaid，‘Here，cryatthispointinthemeeting。”WhenviewingRoddickasanexemplarofanemotionallyintelligentleader，itbecomesclearthatthere’safinelinebetweenmotivationandmanipulation。Walkingthattightropeisnoeasytask。
　　Insettingswhereemotionsaren’trunninghigh，emotionalintelligencemayhavehiddencosts。Recently，psychologistsDanaJosephoftheUniversityofCentralFloridaandDanielNewmanoftheUniversityofIllinoiscomprehensivelyanalyzedeverystudythathaseverexaminedthelinkbetweenemotionalintelligenceandjobperformance。Acrosshundredsofstudiesofthousandsofemployeesin191differentjobs，emotionalintelligencewasn’tconsistentlylinkedwithbetterperformance。Injobsthatrequiredextensiveattentiontoemotions，higheremotionalintelligencetranslatedintobetterperformance。Salespeople，realestateagents，callcenterrepresentatives，andcounselorsallexcelledattheirjobswhentheyknewhowtoreadandregulateemotionstheywereabletodealmoreeffectivelywithstressfulsituationsandprovideservicewithasmile。
　　However，injobsthatinvolvedfeweremotionaldemands，theresultsreversed。Themoreemotionallyintelligentemployeeswere，thelowertheirjobperformance。Formechanics，scientists，andaccountants，emotionalintelligencewasaliabilityratherthananasset。Althoughmoreresearchisneededtounpacktheseresults，onepromisingexplanationisthattheseemployeeswerepayingattentiontoemotionswhentheyshouldhavebeenfocusingontheirtasks。Ifyourjobistoanalyzedataorrepaircars，itcanbequitedistractingtoreadthefacialexpressions，vocaltones，andbodylanguagesofthepeoplearoundyou。Insuggestingthatemotionalintelligenceiscriticalintheworkplace，perhapswe’veputthecartbeforethehorse。
　　Insteadofassumingthatemotionalintelligenceisalwaysuseful，weneedtothinkmorecarefullyaboutwhereandwhenitmatters。Inarecentstudyatahealthcarecompany，Iaskedemployeestocompleteatestaboutmanagingandregulatingemotions，andthenaskedmanagerstoevaluatehowmuchtimeemployeesspenthelpingtheircolleaguesandcustomers。Therewasnorelationshipwhatsoeverbetweenemotionalintelligenceandhelping：Helpingisdrivenbyourmotivationsandvalues，notbyourabilitiestounderstandandmanageemotions。However，emotionalintelligencewasconsequentialwhenexaminingadifferentbehavior：challengingthestatusquobyspeakingupwithideasandsuggestionsforimprovement。
　　Emotionallyintelligentemployeesspokeupmoreoftenandmoreeffectively。Whencolleaguesweretreatedunjustly，theyfelttherighteousindignationtospeakup，butwereabletokeeptheirangerincheckandreasonwiththeircolleagues。Whentheywentoutonalimbtoadvocateforgenderequity，emotionalintelligencehelpedthemkeeptheirfearatbay。Whentheybroughtideasforinnovationtoseniorleaders，theirabilitytoexpressenthusiasmhelpedthemavoidthreateningleaders。Onamuchsmallerscale，theywereabletofollowMartinLutherKingJr。’sleadinrockingtheboatwhilekeepingitsteady。
　　MorethantwodecadeshavepassedsincepsychologistsPeterSaloveyatYaleandJohnMayerattheUniversityofNewHampshireintroducedtheconceptofemotionalintelligencein1990。Whyhasittakenussolongtodevelopamorenuancedview？AfterDanielGolemanpopularizedtheideain1995，manyresearchersperhapsawestruckthemselvesbyenthusiasmfortheconceptofemotionalintelligenceproceededtoconductstudiesthatwerefatallyflawed。AsUniversityofLausanneprofessorJohnAntonakisobserved，“practiceandvoodooscienceisrunningwayaheadofrigorousresearch。”
　　Oneofthemostpersistentproblemswastheuseofselfreportmeasures，whichaskedemployeestoratetheirownemotionalabilitiesonitemslike“Icantellhowpeoplearefeelingeveniftheynevertellme”and“Iamgenerallyverygoodatcalmingsomeonedownwhenheorsheisupset。”Abilitiescannotbeaccuratelymeasuredwithselfreports。AsemotionexpertsSigalBarsadeofWhartonandDonaldGibsonofFairfieldUniversitylament，“Onemightcomparethisapproachtoassessingmathematicalskillsbyaskingrespondents，‘Howgoodareyouatsolvingalgebraicequations？’ratherthanaskingthepersontoactuallysolveanalgebraicequation。”
　　Thankstomorerigorousresearchmethods，thereisgrowingrecognitionthatemotionalintelligencelikeanyskillcanbeusedforgoodorevil。Soifwe’regoingtoteachemotionalintelligenceinschoolsanddevelopitatwork，weneedtoconsiderthevaluesthatgoalongwithitandwhereit’sactuallyuseful。AsProfessorKilduffandcolleaguesputit，itishightimethatemotionalintelligenceis“priedawayfromitsassociationwithdesirablemoralqualities。”