Rely or not rely on emotions at work: Which collective emotional regulations to act for Resilience as High Reliability Organizations?
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Emotions & Plutchik model (1980) Emotion = quick process, focused on event (Lazarus, 1991) 2 stages: • identification of beginning of event happening • emotional response to the noticed situation (Sander & Scherer, 2009) 3 components: • physiological one, • cognitive one • and behavioral one (Lazarus & Folkman, 1984) Emotions are shape by social rules (Hochschild, 2003) manage both their self emotions and those of others
Wheel of emotions (Plutchik, 1980)
From emotions: to emotionnal charge Situation
thought
Emotions
behavior
Cognitive Brain Limbical Brain
tiré du site http://www.unites.uqam.ca/cnc/ psy4042/emotion.pdf
Reptilian brain
Safety/Security sector expected to be HRO • HRO = « the set of hazardous organizations, some organizations have operated nearly error free for very long periods of time» (Roberts, 1990) • Unique capacity to avoid and deal with catastrophe and tensions (Vidal 2016) > flexibilty structured system > Quick reaction need to think and take time > Hierarchy local decision making • from > collective practices repeatedly implemented and continuously refined to eliminate mistakes > processes of collective mind building and collective sense-making: heedful interrelations and situational awareness •
3 previous principle: « preoccupation with failure, reluctance to simplify and sensitivity to operation », « commitment to resilience and deference to expertise are containment principle (Weick & Sutcliffe, 2007: 44)
•
inside them a double mechanism of organizational resilience operates : 1) avoiding the exit of the system out of the security wrap; 2) bringing the ability to the system to go back into the wrap after it came out. (Koenig 2007)
Heedful interrelations and situational awareness (Weick & Roberts)
definiton of Heed in interrelating Weick & Roberts (1993)
Heedful is the join of : “heedful action at any one of these three positions can be undetermined if it is not reciprocated at the others two” contributing representing subordinating and interrelate that constructed Actors in the system while envisaging a social system action with the system that is construct their of joint actions envisaged actions acts of forming represent wellPeople know the developed mental processes locations rather than There are group actions that are the details of possible only when each common events and participant has a representation rely on one another to that includes the actions of others contribute missing and their relations details that cue their Overlapping knowledge allows for own retrieval. redundant representation that enables people to take responsibility for all parts of the process to which they can make a contribution (Hutchins, 1990: 210).
Interrelated influences comprehension of unfolding events and the incidence of errors. The structure of the activities of the group is determined by a set of local computations rather than by the implementation of the sort of global plan that appears in the solo performer's procedure Understanding that the system consists of connected actions by themselves and others.
Resilience, risks mitigation & HRO • « capability of an entity (individual, team, organization) development to absorb and to recover of consequences linked with threatening evens as maintaining its functioning » (Sutcliffe & Vogus; 2003) . •
a positive adaptive result coming from the activation of latent resources (organizational & individual) face extreme and/or exhausted situation
•
the organizational resilience can be operationalized by 3 dimensions: • • •
capability of choc absorption, renewal to invent new futures, and appropriation of the experience, to become strongest from them. (Bégin
&
Chabaud; 2010) • Capability to face obvious dangers, and to take learning, and to bounce back • Resilience a way to save a dynamic and adaptive vision through the link between people and their context
Resilience, risks mitigation & HRO • It’s difficult to previous measure resilience, Sommers (2009) try to do it. • The usual way identify mechanism of resilience is to study action and reaction face to chocks or unexpected evens (Weick & Sutcliff, 2007) • The resilient organizations have 3 mains aspects : 1) pragmatism to cope with reality, without excessive optimism; 2) strong system of shared values that give sense to challenge; 3) there are ingenious, and know how to take advantage of their resources to do bricolage to face unusual situations encounter. (Coutu; 2002). • To enter in resilience, one should develop adjustment strategies very close from the concept of coping (Lazarus & Folkman; 1984)
Situational awareness, an issue of Vigilance?
Advertance/ heedful interrelations/ situational awareness (Laroche, 2006) (Weick et al, 1999)
Research questions How emotions’ must be managed to develop resilience and HRO, in extreme environment ? • • • • •
what would be the role of emotions? does collective's action encapsulate emotional process for purposes of resilience? Conversely, does emotional factor represent peril resilience? To what extent, do emotions in these extreme contexts emerge as both: artifacts, tools and effects of work in order to link the activity? Does the emotions’ master help to discover weak signals?
Methodology • qualitative, descriptive and exploratory case studies (Eisenhardt, 1989) • analysis of experienced emotions, individually and collectively,+ impacts on collective actions, within extreme environments. •
grounded studies :
observations and interviews (semistructured) with “security” workers in different domains: anti-crime squad and public pediatric accurate care services. • Focus on interrelations’ situations during important emotional charges • Identification of people’s actions and emotions during the activity
Emotions most evocated in interviews Anti-crime squad
Pediatric accurate care services
Vigilance Stress fear Tension disclaim tension
Vigilance Stress fear/ panic Tension Oppression Surprise Serenity Pride
Anger/ Disappointment/ annoyance disgust/ boredom Serenity Joy
Themes
Anti-crime squad
Close coworkers generate a positive emotion; their presence is expected and is sought. The most used word is “trust”, even so they don’t give the same meaning to the world. Each of them join the feeling of trust to confidence with technical mater of the action done; but concerning the natural un conditional trust, opinions are mixed. Emotions felt from Facing impunity feeling, police officers sometimes « outsiders people » feel disgust. They can also be angry when they taking charge receive insults and physical attacks. It is interesting (arrested people, to identify this disgusting feeling is attached to patients …) representations and not to concrete physical facts. Only one interview talking about stunning face an suffer linked specifically to such situations ( suicide in the subway, with ongoing agony victim) Emotions felt from Direct hierarchy is generally appreciated and hierarchy considered as supportive, communication is fluid. Relationship with top hierarchy sometimes generates anger, but most of the time a disappointment feeling is evocated (reason: distance in communication). Emotions felt from The follow-up to the case can lead to process and disappointment, disgust. Most of the police officers, administrative staff at a time, were waiting for results of their cases, no longer wish to inquire (avoidance) Administrative processing produces boredom. Emotions created by Spouses and children are evocated like social and external people socio-emotional support..= Yet in many interviews, form work situations family status can have a worthy emotional impact. Police officers interviewed mention divorces and how they can reinforce negative emotions. children of officers: During emotion felt in operation, it is often referred to them Emotions felt from the team and coworkers
Pediatric accurate care services Close coworkers generate positive emotions, but there are few exceptions. Their presence is not challenged; without being specifically sought. The most used word is “trust”, but this trust is most apprehended as a capability to communicate. Often, technical mastering confidence is bringing up, but workers are conscious time is necessary to learning. For them confidence in the technical is evolving Emotions on patients are usually the ones of empathy and compassion, they allow implementation of quality care, but also create frustrations when time allocated to perform the care is reduced. Disgust was not mentioned , physical aversions situations are considered in a technical way ( care)
Relationships with hierarchy don’t give particularly positive emotions. The confusion between customary hierarchy (doctor) and official hierarchy (nursing manager) does not help support feeling from teams. Hierarchy is facing severe constraints, so often equated with them. Emotions are regarded very negatively. Traceability required is done at expense of supporting patients, it is considered destructive of sense of work to be done.
Outsiders’ people of work relationship are usually parents, visitors and families of hospitalized children In the pediatric oncology unit, the sterile environment allows an increased presence of parents. Caregivers consider the situation as double-edged : on one hand the almost symbiotic emotional understanding with children may affect reliability of situations : parents detect clues that can serve care; on the other hand, when they are overwhelmed by their own emotions , they may require extra attention (noise ) that can be to detriment of patients
Themes Links emotions - HRO
Anti-crime squad Pediatric accurate care services Vigilance : To cope with uncertainty, risk of surprise “We are very vigilant; children deteriorate without “ One error can be life-threatening”; “There is always unpredictability”; “ In action, you are in a alert, very often”; “When there is an important vital vigilance and anticipation state”; “ In our jobs, distress, often, workers are surprised”; “Vigilance is it’s necessary to be suspicious of people in front extreme. There is no error which appears” of you”
Emotional labor and emotional abilities Emotional regulations
“We are actors, it’s necessary to be an actor” ; “I “I would panic (…) and I would not show it (…) because will have first an expressive labor on my attitude” it would have an impact on people around us” Humor: “It’s to play down the fact, a little, I think. When you are in the shit, the fact to smile, you forget the smell!” Experiences: in detection of lies : “Dudes who lie to us, we have stratagems, experiences that allow you to have cleverness”, “we tell between ourselves”
Reliability (cope “A well done finished job, it’s when we have with surprise) arrest him, and that he can’t ever act”, “You NEVER know how it will be (…) it’s a well done job because we did it in security” Heedful Workers detect their co-workers who “don’t feel interrelations / good today”; “You are on a stand. It’s like the Situational Olympic Games’ rings”, “If we feel that it creates awareness a problem, we have to resolve it, talking”; “We talk in the office. It’s our debriefing”, “all emotions felt by the colleague, in general, we achieve to evacuate them” Rely or not rely on emotions : work artifacts, and work tools
Emergency or deteriorating situations are listed. Experiences : “More we practice, more we are efficient” Crisis simulations: “We did some working groups, it played down the situation”; “In calm, things are made with efficient way” “Observation is important”; “Healthcare job, it’s vigilance above all”; “Extreme vigilance, I think it’s beneficial (…) there is no error” “When child deteriorate himself, we talk to the doctors”; “medications are prepared in advance (…) to avoid panic situation” ; “It’s necessary to talk”; “ In distress situations, each of us try to keep an eye on situations and colleagues” ; “We know each other, we don’t have fear to speak openly” ; “ Colleagues help each other” ; “we can’t do an economy of collective work”
“This arrest we have done, I was afraid. From the “It stresses me but in the same time, it’s beneficial moment when you know how to master the fear, because vigilance is extreme” you get an advantage from it”; “anger… It can weaken your vigilance”
discussion • assume good emotions’ management (true “representing”) is connected to resilience and HRO, thanks Vigilance. • When fragmented, centralized, heavy hierarchical controlled tasks = no more space to negotiate and to regulate emotions. • Bureaucracy increase bad emotions • When wide open organization and adjusted to specific situations = people build regulatory principles for action and can manage ordinary and extraordinary challenges. This expertise requires freedom ability and flexibility at work.
Thank you for your attention Rely or not rely on emotions at work: Which collective emotional regulations to act for Resilience as High Reliability Organizations?
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