Emotions are biological states associated with the nervous system brought on by neurophysiological changes variously associated with thoughts, feelings, behavioral responses, and a degree of pleasure or displeasure.
Feelings–Emotions are identified as preceding feelings, which lean to be our reactions to the varied emotions we encounter.
Feelings occur in the neocortical regions of the brain and are the next step in how we acknowledge our emotions as an individual.
One of the more popular psychological theories of emotions is Robert Plutchik’s Wheel of Emotions.
Plutchik (1980) stated that there are eight basic emotions: joy, trust, fear, surprise, sadness, anticipation, anger, and disgust.
Anger, frustration, fear, and other “negative emotions” are all part of the human experience. They can all lead to stress and are usually observed as emotions to be avoided, ignored, or disavowed. Nobody wants to accept uncomfortably, so it is legitimate to prefer to evade these feelings, and the menaces of unmanaged stress are real.
Some of the questions which we desire to look for at the team environment to protect team member’s emotions are in balance.
The emotions aren’t always immediately subject to reason, but they are always immediately subject to action. WILLIAM JAMES
The questions to look for
1. How do we take care of the habitat so that negative emotions don’t get out of hand?
2. How does each team members handle his or her own negative emotions?
3. How do I and my team members respond to negative emotions when it arises?
Case No 1: If we find team members perform a costly mistake at work and leaders or Managers blame the workers and question his or her ability to do the job properly in public, this is the moment where you can coach those managers to reform the leadership style. Such Incidents trigger negative emotions at the team level.
Case No 2: If we find a team member who is about to make a presentation but thinks that it will go poorly and leaders/managers comment to the team members to make a good presentation no matter what, as the whole department depends on it, this is the moment where you can coach those managers to reform the leadership style. Such Incidents trigger negative emotions at the team level.
Case No 3: If we find Team members of a scrum team are likely inadequate to satisfy an approaching deadline for a critical project and managers/leaders express his/her frustration openly to them: “My reputation is on the line. I’ll be pissed if we don’t meet the deadline”, this is the occasion where you can coach those managers to reform the leadership style. Such Incidents trigger negative emotions at the team level.
Case no 4: If we find the Scrum team has delayed in finishing a scrum demo work because of a team member’s negligence. Highlight to the team that it was the one team member’s fault and managers/Leaders show frustration by shaking your head, sighing, and criticizing the worker behind his back, this is the moment where you can coach those managers to reform the style. Such Incidents trigger negative emotions at the team level.
Case no 5: If we find, team leaders and team members are disagreeing over work-related issues. The team members seem to be getting frustrated and annoyed and the leader is Keep emphasizing his/her point and take on an unfavorable expression, also Saying something is not respectful: “Whether you like it or not, this is how I want it. Maybe you still don’t realize it. Do I have to clarify it again?”, this is the occasion where you can coach those managers to reform the style. Such Incidents trigger negative emotions at the team level.
Let us watch for warning signs across the scrum teams we are coaching.
Do we find team members putting in fewer hours or less effort? Has engagement dwindled? team members are not showing up for important Scrum Events? Look for the team members’ resentments. Take a close glance at hard data and trends that can be signs of dissatisfaction and disengagement, such as late arrivals, absenteeism, and other such negative behavior.
When a complication originates, don’t put criticism on employees.
Try to attack the problem, rather than the Individuals.
Make sure team members have an acceptable workload, sufficient supports, and are recognized when it’s warranted.
Even Team members who are passionate and love their jobs can experience burnout.
Ensure everyone at your organization is equipped to provide and receive effective feedback and let employees have a voice in individual and team goals.
There’s nothing more discouraging than trying and failing to reach an impractical goal.
Demonstrate care and concern for your team members and their personal lives, especially in times of crisis, and help them reach organizational goals as a team.
Anxiety often arises from the fear of the unknown. Keep Team members in the loop with constant, appropriate, and transparent communication. Let Team members know it’s okay to ask for help and ensure they know how to access all the resources available to them.
As a coach, we have to manage emotions and it is critical in determining whether the outcome for the team will be positive or negative.
Research has found that people tend to regulate their emotions in one of two ways: suppression or reappraisal.
If Team members spend too much time dwelling on negative emotions and the situations that might have caused them, they could go into a spiral of rumination. Rumination is the tendency to keep thinking, replaying, or obsessing over negative emotional situations and experiences (Nolen-Hoeksema, 1991).
In this spiral of negative thinking, team members can end up feeling worse and worse about the situation, the result of which could be a number of detrimental effects to team member's mental and physical wellbeing.
There is a tension between Positive and Negative emotions which we need to balance in a team's ambient.
Let us push towards Postive side of the emtions to build better team.
