As a 24-year-old CEO of an international educational consulting firm, I have a lot of important decisions to make every day.
These decisions affect not only my success, but also my employees, my clients and their families. I tried several times to clarify the decision-making process, but the terminology was not complete.
I know it’s about focusing on my initial emotions and taking them emotionally in response to intelligence, but despite studying psychology and working at the Yale Emotional Intelligence Center throughout the four years of college, I’m still not sure how to teach or explain this method to others.
That’s why I was so excited to read the statement of feeling: unlocking the power of emotions with the help of Mark Brackett, director of the Yale Center, to inspire myself, our children and our community.
For all blog postings at ground level and articles on emotional intelligence, there is little that explains the concept and practically provides an in-depth explanation of a scientific approach to using non-emotion.
The test may be because of the speed of judgment – who does not want to answer everything? After all, this is often what we have achieved success – by relying on our courage and making quick and reassuring decisions.
It’s a much stronger and more confident feeling that instead of quickly saying “OK, here’s what I’m going to do” instead of saying “I’m still thinking about it” or “here is what I think or feel.”
I … “” We often recognize leaders who take a more confident approach – people who make a quick rational decision and what is called their weapon, rather than their accelerator.
Rather than making quick decisions and then flipping for a while.
But I would argue that there is no significant difference between those who cling to their weapons and Flopfels. Both make early decisions, with one person making more than one.
If your decision could also be influenced by persuasive new information, or if it could be easily delivered as new information becomes available, both are evidence of a decision that has not been fully considered.
I do not want a president who insists on his decision to bomb a country, regardless of casualties, nor any president who has not read the briefing and made a decision before knowing that estimate.
Instead, imagine a leader thinking about relevant information before making a decision, open to considering new information available, and trying not to fall prey to the numerous cognitive biases, including pro-choice bias to attachments to our decisions where they are emotional and filter new information to return to us.
Abandoning our ego is the only way to learn. Many people who give guidance will divide their lives after and the first and after the first part of their lives, drawing useful case studies and the current part of their lives, where they have discovered.
Deviation from this is one of the most refreshing parts of feeling: preventing the cantilever console from using misunderstandings and recent misconceptions as examples.
But being a “spirit world” does not mean being 100% goal, rational and bias-free. No one can decide from a purely scientific point of view – and also what scientists do.
Scientists know that despite our best efforts, the human brain cannot be entirely objective. That’s why the study is double.
Instead of believing that they would be objective, scientists would accept that they might not have planned and planned accordingly.
For example, in an experimental arc conducted at Yale, which he wrote in The So-Feeling Book, he had teachers who remember positive or negative memory and then classify the same article.
Nearly 90% considered that their mood did not affect their score, but in fact, the negative mood group was an article less than the entire character of the positive mood group.
So it’s not about whether emotions affect our decisions – it’s about accepting what you do, then figuring out what those feelings tell us.
But that does not mean that emotions should not be taken into account. As Brackett often says: Emotions are not good or bad.
Emotions are information and as such, they inform our decision-making. Sometimes, this information is relevant to our decision.
In allowing the feeling, the bow will distinguish strongly.
If we ignore feelings that are an integral part of any decision (anxiety when deciding whether to check an important email, happiness, inconvenience, or an acquaintance when planning), we risk making the wrong decision.