ABSTRACT
To a surprising degree, the literature about management and consultancy ignores emotions. It is as if feelings are taboo, and cognitions are the only legitimate currency of discourse. Rationality, logic, and analytic reasoning are extolled as the proper ways to go about diagnosis, problem identification and solving, decision-making, planning, strategy formulation, organization and system design—for all managerial behavior (Mowday and Sutton, 1993).
