The Emotional Side of Business Problems: A Psychological Perspective

As business leaders and change professionals, we spend a lot of time rationally analyzing problems to find solutions. But there is an equally important emotional component that is often overlooked. As a change consultant who studies organizational behavior, I see this dynamic frequently.

Let's focus today on one of the components of the science of accelerated change: Behavioral Science.

When problems arise in the workplace, our first instinct is to look for logical explanations and concrete steps to solve the problem. But problems in an organization are never just logical or related to products or services—they always involve people (behaviors) and emotions. In the midst of accelerated change and uncertainty, tensions can run high, levels of cortisol increase, and individuals can see fewer perspectives. Even with the best systems and processes, the human element remains.

If we ignore these emotional factors, problems can worsen and prevent us from seeing the big picture. People under stress do not always behave rationally. Accelerated change often triggers anxiety, fear of the unknown, or a sense of loss. Employees may feel anger toward management or envy toward colleagues who appear to be successful. Group dynamics can become charged.

As leaders, we must recognize and allow for these feelings. Problems cannot be solved on a technical, product, or process level alone. It is important to create psychological safety so that people feel comfortable saying what they are going through. By actively listening, you show an explicit behavior... that you are interested in their inner experience, not just their outer behavior and readings.

This emotional empathy unearths insights you might otherwise have missed. Employees want to be seen, heard, empowered, and part of the group or what we call the Universal Agreements in Enterprise Agility (I'll talk more about it in the future). A little empathy can go a long way. If you dismiss feelings as distractions or overreactions, they won't go away; they will only alienate your team.

Some techniques, like Emotional Intelligence training, can help leaders and change consultants better understand their own emotions and those of others. Clearly, if you can't lead yourself first, you won't be able to lead others. Some simple ways to apply this on a human level are:

• Have regular 1:1 conversations to understand what people are feeling, not just thinking
• Paying attention to nonverbal cues such as body language or tone of voice
• Proactively address tensions early on before they escalate
• Have open discussions to smooth the waters
• Clarify boundaries in a friendly way
• Reassure people that they are a valued member of the team

Remember that companies don’t change—people do. Each person responds to problems based on their own psychology and history. When you understand that every opinion is a vision full of personal history, you will begin to understand that every judgment is a confession.

Investing time to figure out these subtle differences is important to find sustainable solutions. When we are self-aware and attuned to our emotions, we can solve problems with our heads and hearts. This holistic approach leads to greater wisdom, creativity, and care for our people.

If you encounter resistance or aggression, first stop and avoid assumptions. Pragmatically consider what wounds, fears, and defenses might be at play. People's problematic behaviors usually arise because they see their power, prestige, or peace of mind threatened. Instead of judging, analyze their motivations with curiosity and care. Ask yourself, "Why would a reasonable, rational person behave this way?" This empathy and neutrality reduce tension and helps you lead situations.