ABSTRACT
This chapter invites readers to move from seeing emotions as needing to be ‘managed’ to regarding them as data that can enrich one’s understanding of presenting organisational challenges. There are three case studies: an international high-street brand making clothes for young people, with problems of staff retention; a computer company preparing for large-scale expansion; and a business academy providing programmes for executives, where there was major conflict between two people delivering a programme. Links are made between feeling, thinking and action.
