Reason Alone Makes No Sense: Practical Advice for Executives Based on Cognitive Research

In his 1994 book “Descartes’ Error: Emotion, Reason, and the Human Brain,” Portuguese psychologist Antonio Damasio introduced the world to the case of Elliot. 

Elliot was a highly successful professional with a high level of intellectual capability and social acumen. However, he began to experience symptoms related to a brain tumor, which eventually required surgical intervention in the prefrontal cortex. 

After the surgery, Eliott’s cognitive abilities were largely unaffected; he maintained his intelligence and could perform logical reasoning tasks. He could utilize strong reasoning and critical thinking skills necessary to make both simple and complex decisions, and he could articulate his rationale for such decisions or proposed solutions.  

However, he showed profound deficits in emotional processing such that although he could articulate decisions and understand concepts, he became totally incapable of making choices. He could weigh the pros and cons of buying a new car, for example, but could not “pull the trigger” to make the actual decision.  

Eliott’s case illustrates Damasio’s main argument: that emotions are not merely ancillary to rational thinking but are vital in guiding decisions, thus demonstrating that rationality is heavily reliant on emotional understanding.

The Science of Decision-Making

Building on the intersection of emotion and cognition, Dan Ariely, in his influential book “Predictably Irrational,” explores how emotions shape our decision-making, often leading us to choices that defy logic. 

Through various scenarios, Ariely demonstrates that emotional responses can overshadow rational analysis, revealing that decision-making is not a purely logical process but a complex interplay in which emotions play a critical role. Although emotions are just one factor, a consistent theme in Ariely’s work is their power as drivers of behavior, influencing how we perceive value, make comparisons, and react to incentives.

For senior executives, the insights from Damasio and Ariely carry significant implications. First, it is essential to acknowledge the omnipresence of emotions and enhance the ability to recognize their influence on decisions. Gaining sophistication in this area minimizes risks to both personal effectiveness and organizational outcomes. 

Second, rather than attempting to eliminate emotions from business, leaders can focus on maximizing their utility. By developing skills to recognize emotions, understanding their impact on thinking and decisions, and learning to leverage them effectively, executives can navigate today’s fast-paced and complex business landscape more successfully

Putting Emotional Intelligence into Practice

So, what are some practical strategies for strengthening this kind of emotional intelligence and harnessing emotions for greater effectiveness as an executive leader?

1. Practice noticing and naming. As we get better at noticing when we are experiencing emotions, and then can get better at naming them specifically, we quickly become well-positioned to know how best to manage or utilize that emotion. For example, learn how to recognize the difference between being angry that a peer is not supporting you versus frustration that your original plan may need to change.
   
2. Recognize that we rarely have only one. We are sophisticated beings. Recognize that emotions often coexist. Rather than settling for the first emotion that comes to mind, take time to explore the various intertwined feelings at play. In doing so, you can better prioritize and target your actions more precisely, as needed to achieve desired outcomes.
   
3. Make use of after-action reviews. In addition to traditional operational reviews, incorporate an emotional lens in after-action discussions. Reflect on personal emotions at the time of decision-making, as well as the emotional states of others, to identify patterns in how emotions influence decisions and actions. With discipline around this, you will soon recognize patterns in the dance between your emotions and your decisions/actions. Referencing the first item above, once you can recognize patterns, you are then well-positioned to change them or build on them.
   
4. Seek out a trusted “challenge partner.” For complex situations or ones perceived as high-stakes, it is often helpful to have a trusted “challenge partner.” This is a person whose primary role is to provide you a space to articulate your thinking, rationale, perspectives, and opinions, but who then challenges you to defend each of them. The partner’s detachment allows for honest exploration of underlying emotions without bias.

Understanding the intricate relationship between emotion and decision-making is essential. As senior executives navigate their roles, embracing emotional intelligence is both beneficial and necessary for effective leadership. 

By fostering environments that value emotional insights alongside rational analysis, organizations can unlock creativity, enhance problem-solving, and improve decision-making. In a landscape that demands agility and adaptability, harnessing the power of emotions is key to achieving sustainable success.