The majority of my professional career, and much of my adult life, has been spent in healthcare. My experiences in this field have imprinted upon me a deep appreciation for the often unseen yet highly significant role of emotional work. During my early studies, while spending much of my efforts focused on diagnosis and treatment of illnesses, I found myself often struggling with a profound sense of heartache and anxiety. Striving to develop a balance between this emotional and rational work has been an ongoing, and sometimes very difficult, process. However, I am certain that failing to address it would have caused me to leave healthcare a long time ago.
The dichotomy that exists in climate change is very familiar to the one I have experienced in healthcare. Both areas demand expertise, innovation, and effective solutions, while also dealing with profound emotions that come from dealing with human beings within often grim and uncomfortable circumstances. Both fields highlight the need for emotional work and underscore its inherent value.
Not only must there be a place for emotional work, it should be understood as central to effectively lead change.
Despite its essential role, emotional work is often an afterthought that is not appropriately valued or even included at all. A culture shift is necessary. What this should look like is a climate leader who intentionally fosters a culture that values and prioritizes emotional work.
As absurd as it sounds, I can still remember the first time I realized I was not alone in my feelings in healthcare. I can vividly recall the slumped shoulders of my esteemed and experienced preceptor in the aftermath of a failed resuscitation — the silence broken only by the weeping of family members. The subtle outward display of their stance telling us all, “it is OK to feel now”. At that moment, we all had permission to prioritize the time to gather to acknowledge our shared sadness, fears, and uncertainty. In a culture often dominated by brave faces and time restrictions, we were encouraged to feel what we had so often repressed. It took such a small gesture to create such an enormous culture shift and to help shape my entire professional practice.
Similarly, in our society often dominated by the idea of rationality and control, there isn’t always room for emotional work. As Nelson (2019) aptly explains, “touchy-feely, sentimental stuff such as caring for others or “saving the planet” […] looks weak, soft, and sissified” (p. 115). The thought of introducing emotions into serious discussions, may bring with it fears of losing credibility when, in fact, it is a substantiated approach. Lawrence et al. (2014) found that in times of change, it is crucial to acknowledge and address the emotions of both leaders and team members to facilitate successful change with minimal resistance and greater commitment from everyone involved.
A distinction that resonates with me is that between change and transition. Change can be seen as an event, while transition refers to the human response to change, often accompanied by heightened emotions such as fear, anger, and anxiety (Lawrence et al., 2014). Effectively managing and acknowledging these emotions is crucial for facilitating successful change by allowing for the gradual evolution of feelings, beliefs, and attitudes (Lawrence et al., 2014). To me, that distinction highlights the interconnectedness of rational and emotional work – the change and the transition – that happen together. Without acknowledging and supporting the necessary emotional work that accompanies change, we cannot address the grandness of the situation. Just as I cannot simply snatch a toy from a child’s hand without offering an explanation or a replacement and expect to be spared from their justified rage, we cannot foster the release of old ideas and expectations or the embracing of new ones if we are fighting against deeply ingrained human emotions, traditions, and beliefs.
We, as climate leaders and team members, set the tone for future. We need not only to allow ‘soft’ feelings but we need to value them. Just as in healthcare, climate change leaders need to learn to incorporate time for emotional work with the realization that it underscores every single decision. Climate change and humanity are deeply interconnected, and that connection transcends rational human thought. For if we remove the emotions, that which makes us feel and arguably gives our lives meaning, what are we even fighting for?
References
Lawrence, E., Ruppel, C. P., & Tworoger, L. C. (2014). The emotions and cognitions during organizational change: The importance of the emotional work for leaders. Journal of Organizational Culture, 18(1), 257-273. https://www.proquest.com/scholarly-journals/emotions-cognitions-during-organizational-change/docview/1647822664/se-2
Nelson, J. A. (2019). Chapter 6: Climate change and economic self-interest. In R. Kanbur, & H. Shue (Eds.), Climate justice: Integrating economics and philosophy. (pp. 113–122). Oxford University Press.