I believe that the conversations and actions that take place within an organisation could be incredibly powerful if members of that organisation had an understanding of their emotions and moods and the actions that those emotions and moods predispose us to take.Īs part of my exploration, I provided my interpretation to a colleague.
Types of moods and affects how to#
When I started to observe workplace conversations with a curiosity about the moods that each individual is coming from, I found a level of clarity that didn’t previously exist for me.Īs a manager, I think the question becomes “What can I do to potentially help shift the moods of these individuals into more serving moods?” In the three examples I mentioned, would asking the team to provide a list of the minimum level of information that they would generally require in order to do their job be a useful starting point? Similarly, with regard to the manager who is putting pressure on a team member to deliver, could I talk to that manager about what his concerns are, and then also help him to learn how to acknowledge the team’s contributions in amongst pushing to continually deliver to outcomes? What could I do to help a team to accept that sometimes other teams won’t give them what they want, and what could I do to help them feel empowered to find ways to manage that?
The actions that we take in the workplace, although often coming from the best of intentions, can have the opposite effect to the one that we are trying to create and this can continually create unnecessary frustration, tension and ineffectiveness. a team may be considered as difficult and obnoxious because they keep insisting on specific information that will allow them to interpret customer requirements appropriately and provide a higher quality solution.the manager who is constantly pressuring a team member to deliver (and ignoring the various efforts of that team member in the process of doing so) is being seen as pushy and arrogant, and perhaps focused only on the accolades that they will receive from delivering on time and on budget.the individual who is providing information that a team assesses to be confusing and misleading is being seen as incompetent.What has occurred to me is that humans are often quick to judge the behaviours of other humans. It has been interesting to view the conversations and interactions at work from a place of curiosity about the moods from which people may be operating, and I feel as though doing so has significantly helped my learning and growth. 824.Recently, I have been reflecting on moods and emotions in the workplace.
Types of moods and affects manual#
Diagnostic and Statistical Manual of Mental Disorders. Irritable: easily annoyed and provoked to anger.Īmerican Psychiatric Association.
Expansive: lack of restraint in expressing one's feelings, frequently with an overvaluation of one's significance or importance. Euthymic: mood in the "normal" range, which implies the absence of depressed or elevated mood. A person with elevated mood may describe feeling "high," "ecstatic," "on top of the world,"or "up in the clouds." Elevated: an exaggerated feeling of well-being, or euphoria or elation.
Dysphoric: an unpleasant mood, such as sadness, anxiety, or irritability. In contrast to affect, which refers to more fluctuating changes in emotional "weather," mood refers to a pervasive and sustained emotional "climate." Types of mood include Common examples of mood include depression, elation, anger, and anxiety. A pervasive and sustained emotion that colors the perception of the world.
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