Most of us have experienced the power of working on a team where positivity, trust, and enthusiasm seem to generate a momentum of their own. The synergy is palpable and memorable. Communication flows, collaboration feels natural, and productivity seems to rise almost effortlessly. Conversely, many of us have experienced what happens when one individual consistently brings negativity into the room. In a matter of moments, the energy shifts. Collaboration becomes more difficult, enthusiasm wanes, and the collective momentum that once propelled the team forward begins to erode. At its foundation lies the powerful relationship between emotion and human behavior.
Social psychologists have long studied these topics and the effects of emotional contagion, the process through which people unconsciously or consciously influence and absorb the emotional states of those around them. Yet, despite its implications for collaboration, leadership, team performance and organizational effectiveness, emotion remains an underexplored dimension of many professional development frameworks.
If we want to build high performing teams and classrooms, perhaps we need to look beyond what people know and what they can do and pay closer attention to how they make others feel, how they manage their own emotions, and how their emotional presence shapes the collective experience of work. This is distinct from the topic of emotional intelligence.
“Negative emotions shout, positive emotions whisper”-
The moment we interact with another person, our brains begin processing the experience. Do I feel comfortable or uncomfortable? Am I safe, or do I perceive a threat? These rapid assessments can activate physiological responses that influence how we think, feel, and behave. What’s most impressive is that the process happens in seconds.
As psychologist Barbara Fredrickson explains, negative emotions often shout while positive emotions whisper. When we perceive a threat, our focus narrows, making it harder to see possibilities, solve problems, and consider alternative perspectives. Conversely, positive emotions can broaden our thinking, allowing us to explore possibilities and build connections. Fredrickson delves into this concept, which she coins the broaden and build theory.
The implications for our organizations and classrooms are profound. We don’t enter our rooms in a neutral state, and the emotional energy we bring influences the environment we create. Our emotions and behaviors can either encourage curiosity, collaboration, and creativity or contribute to an atmosphere of stress and withdrawal. This impacts everything from physical health to an individual’s ability to learn new material. Recognizing this impact is an essential step toward building healthier, more productive workplaces and learning environments.
In environments where individuals face chronic stress in their workplace, in the classroom, and at home, the implications may extend beyond the immediate interaction. Experiences of chronic stress or supportive environments can influence how certain genes are expressed, affecting processes involved in stress regulation and adaptation. And while the science surrounding what is calledepigenetics is complex, the point remains: the emotional environments we create can have a long-lasting ripple effect.
The Case for Emotion and Mindfulness
Emotion is overdue for its time in the spotlight. We need greater awareness of its impact and a shared sense of accountability for the emotional environments we create. That begins with understanding ourselves, recognizing how our emotions affect others, and learning to manage difficult emotions through healthy, constructive outlets. Emotion should be as much a part of professional development as emotional intelligence, conflict resolution, and stress management. It should be common language in our organizations and classrooms, not an afterthought, but a core part of how we lead, work, and learn.
About the author
Dr. Lori Tarke is leading the Joseph A. Unanue Latino Institute into a new era of national and global influence. Since becoming Executive Director less than three years ago, she has expanded the Institute from a respected university cultural center into a catalyst for educational opportunity, leadership development, and cross sector collaboration that is impacting students, communities, corporations, and institutions well beyond the Seton Hall campus. Dr. Tarke also is a national speaker on the topics of emotion, leadership, teambuilding, conflict and intercultural dynamics. She is an executive coach that has a client base which inclusive of small business, healthcare, government, and Fortune 500 organizations.
