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　　标题：TheDarkSideofEmotionalIntelligence
　　source：medium丨byAdamGrant
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　　Insomejobs，beingintouchwithemotionsisessential。Inothers，itseemstobeadetriment。Andlikeanyskill，beingabletoreadpeoplecanbeusedforgoodorevil。Insomejobs，beingintouchwithemotionsisessential。Inothers，itseemstobeadetriment。Andlikeanyskill，beingabletoreadpeoplecanbeusedforgoodorevil。
　　Someofthegreatestmomentsinhumanhistorywerefueledbyemotionalintelligence。WhenMartinLutherKing，Jr。presentedhisdream，hechoselanguagethatwouldstirtheheartsofhisaudience。Insteadofhonoringthissacredobligationtoliberty，Kingthundered，AmericahasgiventheNegropeopleabadcheck。Hepromisedthatalandswelteringwiththeheatofoppressioncouldbetransformedintoanoasisoffreedomandjustice，andenvisionedafutureinwhichontheredhillsofGeorgiasonsofformerslavesandthesonsofformerslaveownerswillbeabletositdowntogetherattheofbrotherhood。
　　Deliveringthiselectrifyingmessagerequiredemotionalintelligencetheabilitytorecognize，understand，andmanageemotions。Dr。Kingdemonstratedremarkableskillinmanaginghisownemotionsandinsparkingemotionsthatmovedhisaudiencetoaction。AshisspeechwriterClarenceJonesreflected，Kingdeliveredaperfectlybalancedoutcryofreasonandemotion，ofangerandhope。Histoneofpainedindignationmatchedthatnotefornote。
　　Recognizingthepowerofemotions，anotheroneofthemostinfluentialleadersofthe20thcenturyspentyearsstudyingtheemotionaleffectsofhisbodylanguage。Practicinghishandgesturesandanalyzingimagesofhismovementsallowedhimtobecomeanabsolutelyspellbindingpublicspeaker，saysthehistorianRogerMoorhouseitwassomethingheworkedveryhardon。HisnamewasAdolfHitler。
　　Sincethe1995publicationofDanielGoleman’sbestseller，emotionalintelligencehasbeentoutedbyleaders，policymakers，andeducatorsasthesolutiontoawiderangeofsocialproblems。Ifwecanteachourchildrentomanageemotions，theargumentgoes，we’llhavelessbullyingandmorecooperation。Ifwecancultivateemotionalintelligenceamongleadersanddoctors，we’llhavemorecaringworkplacesandmorecompassionatehealthcare。Asaresult，emotionalintelligenceisnowtaughtwidelyinsecondaryschools，businessschools，andmedicalschools。
　　Emotionalintelligenceisimportant，buttheunbridledenthusiasmhasobscuredadarkside。Newevidenceshowsthatwhenpeoplehonetheiremotionalskills，theybecomebetteratmanipulatingothers。Whenyou’regoodatcontrollingyourownemotions，youcandisguiseyourtruefeelings。Whenyouknowwhatothersarefeeling，youcantugattheirheartstringsandmotivatethemtoactagainsttheirownbestinterests。
　　Socialscientistshavebeguntodocumentthisdarksideofemotionalintelligence。InemergingresearchledbyUniversityofCambridgeprofessorJochenMenges，whenaleadergaveaninspiringspeechfilledwithemotion，theaudiencewaslesslikelytoscrutinizethemessageandrememberedlessofthecontent。Ironically，audiencemembersweresomovedbythespeechthattheyclaimedtorecallmoreofit。
　　Theauthorscallthistheawestruckeffect，butitmightjustaseasilybedescribedasthedumbstruckeffect。OneobserverreflectedthatHitler’spersuasiveimpactcamefromhisabilitytostrategicallyexpressemotionshewouldtearopenhisheartandtheseemotionsaffectedhisfollowerstothepointthattheywouldstopthinkingcriticallyandjustemote。
　　Leaderswhomasteremotionscanrobusofourcapacitiestoreason。Iftheirvaluesareoutofstepwithourown，theresultscanbedevastating。Newevidencesuggeststhatwhenpeoplehaveselfservingmotives，emotionalintelligencebecomesaweaponformanipulatingothers。InastudyledbytheUniversityofTorontopsychologistStphaneCt，universityemployeesfilledoutasurveyabouttheirMachiavelliantendencies，andtookatestmeasuringtheirknowledgeabouteffectivestrategiesformanagingemotions。Then，Cote’steamassessedhowoftentheemployeesdeliberatelyunderminedtheircolleagues。TheemployeeswhoengagedinthemostharmfulbehaviorswereMachiavellianswithhighemotionalintelligence。Theyusedtheiremotionalskillstodemeanandembarrasstheirpeersforpersonalgain。InonecomputercompanystudiedbyTelAvivUniversityprofessorGideonKunda，amanageradmittedtotellingacolleaguehowexcitedweallarewithwhatheisdoing，butatthesametime，distancingmyorganizationfromtheproject，sowhenitblowsup，thecompany’sfounderwouldblamethecolleague。
　　ShiningalightonthisdarksideofemotionalintelligenceisonemissionofaresearchteamledbyUniversityCollegeLondonprofessorMartinKilduff。Accordingtotheseexperts，emotionalintelligencehelpspeopledisguiseonesetofemotionswhileexpressinganotherforpersonalgain。Emotionallyintelligentpeopleintentionallyshapetheiremotionstofabricatefavorableimpressionsofthemselves，ProfessorKilduff’steamwrites。Thestrategicdisguiseofone’sownemotionsandthemanipulationofothers’emotionsforstrategicendsarebehaviorsevidentnotonlyonShakespeare’sstagebutalsointheofficesandcorridorswherepowerandinfluencearetraded。
　　Ofcourse，peoplearen’talwaysusingemotionalintelligencefornefariousends。Moreoftenthannot，emotionalskillsaresimplyinstrumentaltoolsforgoalaccomplishment。InastudyofemotionsattheBodyShop，aresearchteamledbyStanfordprofessorJoanneMartindiscoveredthatfounderAnitaRoddickleveragedemotionstoinspireheremployeestofundraiseforcharity。AsRoddickexplained，Wheneverwewantedtopersuadeourstafftosupportaparticularprojectwealwaystriedtobreaktheirhearts。However，Roddickalsoencouragedemployeestobestrategicinthetimingoftheiremotionexpressions。Inonecase，afternoticingthatanemployeeoftenbreaksdownintearswithfrustration，Roddicksaiditwasacceptocry，butItoldherithastobeused。Isaid，‘Here，cryatthispointinthemeeting。WhenviewingRoddickasanexemplarofanemotionallyintelligentleader，itbecomesclearthatthere’safinelinebetweenmotivationandmanipulation。Walkingthattightropeisnoeasytask。
　　Insettingswhereemotionsaren’trunninghigh，emotionalintelligencemayhavehiddencosts。Recently，psychologistsDanaJosephoftheUniversityofCentralFloridaandDanielNewmanoftheUniversityofIllinoiscomprehensivelyanalyzedeverystudythathaseverexaminedthelinkbetweenemotionalintelligenceandjobperformance。Acrosshundredsofstudiesofthousandsofemployeesin191differentjobs，emotionalintelligencewasn’tconsistentlylinkedwithbetterperformance。Injobsthatrequiredextensiveattentiontoemotions，higheremotionalintelligencetranslatedintobetterperformance。Salespeople，realestateagents，callcenterrepresentatives，andcounselorsallexcelledattheirjobswhentheyknewhowtoreadandregulateemotionstheywereabletodealmoreeffectivelywithstressfulsituationsandprovideservicewithasmile。
　　However，injobsthatinvolvedfeweremotionaldemands，theresultsreversed。Themoreemotionallyintelligentemployeeswere，thelowertheirjobperformance。Formechanics，scientists，andaccountants，emotionalintelligencewasaliabilityratherthananasset。Althoughmoreresearchisneededtounpacktheseresults，onepromisingexplanationisthattheseemployeeswerepayingattentiontoemotionswhentheyshouldhavebeenfocusingontheirtasks。Ifyourjobistoanalyzedataorrepaircars，itcanbequitedistractingtoreadthefacialexpressions，vocaltones，andbodylanguagesofthepeoplearoundyou。Insuggestingthatemotionalintelligenceiscriticalintheworkplace，perhapswe’veputthecartbeforethehorse。
　　Insteadofassumingthatemotionalintelligenceisalwaysuseful，weneedtothinkmorecarefullyaboutwhereandwhenitmatters。Inarecentstudyatahealthcarecompany，Iaskedemployeestocompleteatestaboutmanagingandregulatingemotions，andthenaskedmanagerstoevaluatehowmuchtimeemployeesspenthelpingtheircolleaguesandcustomers。Therewasnorelationshipwhatsoeverbetweenemotionalintelligenceandhelping：Helpingisdrivenbyourmotivationsandvalues，notbyourabilitiestounderstandandmanageemotions。However，emotionalintelligencewasconsequentialwhenexaminingadifferentbehavior：challengingthestatusquobyspeakingupwithideasandsuggestionsforimprovement。
　　Emotionallyintelligentemployeesspokeupmoreoftenandmoreeffectively。Whencolleaguesweretreatedunjustly，theyfelttherighteousindignationtospeakup，butwereabletokeeptheirangerincheckandreasonwiththeircolleagues。Whentheywentoutonalimbtoadvocateforgenderequity，emotionalintelligencehelpedthemkeeptheirfearatbay。Whentheybroughtideasforinnovationtoseniorleaders，theirabilitytoexpressenthusiasmhelpedthemavoidthreateningleaders。Onamuchsmallerscale，theywereabletofollowMartinLutherKingJr。’sleadinrockingtheboatwhilekeepingitsteady。
　　MorethantwodecadeshavepassedsincepsychologistsPeterSaloveyatYaleandJohnMayerattheUniversityofNewHampshireintroducedtheconceptofemotionalintelligencein1990。Whyhasittakenussolongtodevelopamorenuancedview？AfterDanielGolemanpopularizedtheideain1995，manyresearchersperhapsawestruckthemselvesbyenthusiasmfortheconceptofemotionalintelligenceproceededtoconductstudiesthatwerefatallyflawed。AsUniversityofLausanneprofessorJohnAntonakisobserved，practiceandvoodooscienceisrunningwayaheadofrigorousresearch。
　　Oneofthemostpersistentproblemswastheuseofselfreportmeasures，whichaskedemployeestoratetheirownemotionalabilitiesonitemslikeIcantellhowpeoplearefeelingeveniftheynevertellmeandIamgenerallyverygoodatcalmingsomeonedownwhenheorsheisupset。Abilitiescannotbeaccuratelymeasuredwithselfreports。AsemotionexpertsSigalBarsadeofWhartonandDonaldGibsonofFairfieldUniversitylament，Onemightcomparethisapproachtoassessingmathematicalskillsbyaskingrespondents，‘Howgoodareyouatsolvingalgebraicequations？’ratherthanaskingthepersontoactuallysolveanalgebraicequation。
　　Thankstomorerigorousresearchmethods，thereisgrowingrecognitionthatemotionalintelligencelikeanyskillcanbeusedforgoodorevil。Soifwe’regoingtoteachemotionalintelligenceinschoolsanddevelopitatwork，weneedtoconsiderthevaluesthatgoalongwithitandwhereit’sactuallyuseful。AsProfessorKilduffandcolleaguesputit，itishightimethatemotionalintelligenceispriedawayfromitsassociationwithdesirablemoralqualities。