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TitleEmotional Logic and Decision Making: The interface between professional upheaval and personal
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LanguageEnglish
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Table of Contents
                            Cover
Contents
List of Exhibits
List of Questionnaires
Preface: Why "Self-Management"?
Prologue: From Economic to Emotional Man
Foreword: The Epistemological Position of This Work
Preview: The Concept of Emotional Production
	1. A Defense for the Introduction of Emotional Production in the Field of Decision Theory
	2. Scientific Status
	3. Managerial Status
	4. The Contribution of the "Emotional Production" Concept
	5. The Nature of Emotional Production
1 Gratifying Situations: The Resolution and the Acquisition of Know-How
	1. The Application of Know-how
	2. The Acquisition of Know-how
	3. Associated Emotional Production
	4. Associated Emotional Conflict: "Approach–Approach"
	5. A Brief Overview of This Chapter
2 Aversive Situations: Challenge and Self-doubt
	1. The Preliminaries
	2. The Situation Deteriorates
	3. Associated Emotional Production
	4. Associated Emotional Conflict: "Approach–Avoidance"
	5. The Practice of Counterfire
	6. The Neurosis of the "Workaholic"
	7. Psychological Energy
	8. Resistance to Obstacles
	9. Avoiding Challenge
	10. Neurosis of the "Fugitive"
	11. Passive Acceptance of Challenge: Doing Nothing and Inhibition
	12. A Brief Overview of This Chapter
3 Hierarchical Situations: Obedience
	1. Material Situation Linked to Place in the Hierarchy
	2. Emotional Situation Linked to Place in the Hierarchy
	3. Alienation, Impotence and Surrender
	4. Feelings of Dependence
	5. Hierarchical Anxiety
	6. The Feeling of Belonging
	7. Emotional Blindness
	8. Emotional Conflict: "Avoidance–Avoidance"
	9. Active Submission to Authority
	10. Passive Resistance to Authority
	11. Active Resistance to Authority
	12. Adhesion to Authority
	13. A Brief Overview of This Chapter
4 Situations of Failure: Disapprenticeship
	1. The Principle of Limited Behavioral Capacity
	2. The Feeling of Failure
	3. Refusal of Failure: The Search for a Guilty Party
	4. Acceptance of Failure: The Feeling of Guilt
	5. The Neurosis of the "Guilty"
	6. Emotional Collapse
	7. The Growth of Emotional Resistance
	8. The Disapprenticeship of Success
	9. A Brief Overview of This Chapter
5 Irreversible Situations
	1. The Permanence of Irreversibility
	2. The Scientific Exception: The Disappearance of Aversive Situations
	3. The Increase of Aversive Situations
	4. The Point of No Return
	5. The Status of Victim
	6. The Status of Substitute
	7. The Grieving Process
	8. A Brief Overview of This Chapter
6 Successful Situations
	1. The Paradox of Success
	2. Positive Emotional Production
	3. The Dynamic of Growth Choices
	4. Factors Resulting in Successful Situations
	5. How to Develop the Symbolic Function
	6. A Brief Overview of This Chapter
Epilogue: From Emotional to Symbolic Man
	The Integration Process of Suffering
Case Studies
Notes
Bibliography
                        
Document Text Contents
Page 1

Emotional Logic and
Decision Making

The interface between professional
upheaval and personal evolution

Christian Bourion
Translated by Andrea Soulis

Page 2

Emotional Logic and Decision Making

Page 132

6.The Feeling of Belonging

A military career is a very particular human variety of the feeling of belonging:
the more the group is structured (combat swimmers, parachutists, submarine
personnel), the stronger the sentiment of belonging. (Cyrulnik, 1993, p. 101)

Hierarchical Situations 101

In summary:

1. the more the actor finds himself with a poorly defined status,
2. the more there is confusion of responsibilities with others,
3. the more the actor is effective and wins,
4. the more he is in competition with others,
5. the more his success is exposed,
6. the more he is submitted to unexpected results or events,
7. the more he will experience anxiety.

QUESTIONNAIRE 14

Are you anxious?

Put a check in one column for each question using the key below:
1: I completely disagree
2: I mildly disagree
3: I’m not sure
4: I mildly agree
5: I completely agree
Connect the checks.The more your profile appears on the right-hand side, the more you
have responded positively to the question.

1 2 3 4 5

1. Do you bite your nails?

2. Do you often have stomach aches?

3. Is it difficult for you to fall asleep?

4. Are you always thinking about your worries or things you have to do?

5. Do you have backaches?

6. Do you have eating problems, either you eat too much or too little?

7. Do you rarely smile?

8. Do people say you are serious?

9. Do you hate surprises?

10. Do you hate last minute changes?

Page 133

7. Emotional Blindness

Climbing up the hierarchy gives power but, in extreme situations, can also
isolate the manager by cutting him off from his own reality and by trans-
forming his world into a closed system where the affective is at risk of
being dominant. The process is all the more probable when the manager
has a personality that does not easily submit to irrational behavior. In that
situation, his value judgments, his diagnosis about his collaborators –
normally resulting from a rational process evaluating their performance –

102 Emotional Logic and Decision Making

The feeling of belonging has a strong protective effect. In Toulon (France),
a group of submarine personnel were closely selected according to phys-
ical and psychological criteria (difficulty in maintaining outside relation-
ships) and were also among those that presented the least psychosomatic
problems. In concentration camps, communists or Jehovah’s Witnesses
held up much better than those who did not “know” why they were there
(Bettelheim, 1981, cited by Cyrulnik, 1993, p. 101).

QUESTIONNAIRE 15

Do you have a feeling of belonging?

Put a check in one column for each question using the key below:
1: I completely disagree
2: I mildly disagree
3: I’m not sure
4: I mildly agree
5: I completely agree
Connect the checks.The more your profile appears on the right-hand side, the more you
have responded positively to the question.

1 2 3 4 5

1. My society (or social group) is very prestigious.

2. My organization is spoken highly of on T.V.

3. It is very important that the objectives of the enterprise be reached.

4. I have a lot of relationships with others in my organization.

5. I’ve been in the enterprise a long time and we’ve become a group
of friends.

6. Our work means a great deal to us.

7. There is not too much competition amongst us – just enough.

Page 264

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