Emotion has traditionally been viewed as something to be suppressed. The logic goes that as leaders and people in positions of authority we should be detached and act ‘without emotion’. If somebody is described as ‘emotional’ generally this is construed as a bad thing; when we become ‘emotional’ the implication is that we are no longer being rational or we are not capable of reason. Conventional wisdom advocates we avoid an emotional response or making emotional decisions. In contrast to these established views, more recent study in this area demonstrates that emotion is in fact integral to reasoning, decision making, guiding our behaviour, and our ability to relate to others. Emotional intelligence is accordingly becoming recognised as being at least as important as more established forms of intelligence. Indeed we increasingly hear commentators proclaim that ‘EQ trumps IQ’. In this latest Informed Blog we delve into the role of emotion in coaching and our work with athletes, and explore what aptitudes we need to possess in this area as leaders, coaches, and practitioners.
Divergence of opinion has traditionally been viewed in less than positive terms: when x and y don’t see eye to eye on a particular subject, this is generally seen as problematic. By extension, we hear of the virtues of assembling a group of ‘like-minded’ individuals. Organisations typically promote compromise and conformity as virtues to foster harmony and unity within the group. Contrary to this, the wisdom of crowds illustrates the benefits of aggregating judgements from a broad and disparate group of individuals. To further strengthen the case for diversity of thought and experience, ‘cognitive diversity’ is in fact found to be the major factor that differentiates successful teams and organisations. In this Informed Blog, we explore the paradoxical ways diversity and divergence are conceptualised, and see what lessons we can take on a group and an individual level in the context of sport.