For most people, decision-making is not just an analytical algorithm, but an emotional process - a sensed inclination, inspiration, optimism, a positive expectation of success in the outcome. Decision-making is a process that also requires strong personal skills to choose among several possible alternatives. It demands an analytical and research-oriented approach, as well as psychological resilience to take action when decisions are highly urgent or critically important.

It is generally accepted that decision-making follows a rational approach - gathering facts, comparing and evaluating data, and thinking through the correctness of a decision. However, this cognitive approach would not be successful if emotions were excluded. Researchers in the field of decision-making have concluded that people make approximately 35,000 decisions per day. A large portion of these involve choices about food, clothing, and footwear, depending on what we like or dislike. Liking food - or anything else - is an emotional process regulated by our perceptions, experiences, desire for self-presentation, expectations of experiences, and the satisfaction of needs. Some decisions have a greater impact than others and are not always easy to make. Various environmental factors also influence the outcomes of our decisions.

What motivates people to make decisions is a question that concerns many researchers. Our emotions are among the most powerful motivators in determining how deeply we think about the consequences of our decisions. Most of our actions are aimed at triggering an emotional response - pleasure, happiness, joy. When we achieve a goal or complete an activity, we usually build a positive experience, which influences how we approach the next decision-making process.

Positive emotions resulting from a decision and a successful outcome turn into emotional experience that builds our confidence. Negative emotions from unsuccessful decisions, on the other hand, block our initiative to make further decisions. The natural reaction is fear.

There is also an irrational (intuitive) approach to decision-making based on gut feelings. Humans are constantly faced with the need to choose. In ancient and pre-scientific times, decisions were made based on dreams and prophecies. Irrationality dominated, creating a sense of mysticism in how decision-making principles were formed. Ancient people sought guidance from oracles and priests; the stars showed them the way. This highlights the lack of personal responsibility in decision-making during that period of human development. The development of civilization can be viewed as a combination of decisions made. Achievements are the result of decisions. Success is a projection of the right decision-making algorithm. The irrational approach places emotions as a primary factor even before the decision-making process itself.

In his book Predictably Irrational, Dan Ariely explores the hidden factors that shape our decisions. He suggests that when people are in a stimulated state, they are more likely to engage in actions they would normally avoid. Based on research data, Ariely argues that situations involving intense emotions - such as anger, helplessness, and hunger - can provoke irrational effects in decision-making. According to him, some of the worst decisions people make are the result of strong negative emotional states. Anger and helplessness provoke impulsive and poorly thought-out decisions.

Feelings are natural warning signals - and why do we allow ourselves and others to downplay them?

Over the past decade, numerous studies in behavioral science have shown that emotions are a powerful factor that can either harm or benefit human decision-making. Despite this, the prevailing belief is that emotions cloud judgment and should generally be avoided, especially in professional settings.

Why are our emotions important?

Emotions give us the energy and inspiration we need to interact and build meaningful relationships with others. Our ability to understand and manage them - emotional intelligence - has proven to play an important role in decision-making. Emotions can facilitate cognitive processes.

Emotionally intelligent people are self-aware and intuitive toward others. They can effectively manage their relationships and, importantly, have a clear awareness of their decision-making style. They understand their own decision-making mechanism and the balance between rational and irrational elements. According to Prof. Stéphane Côté of the University of Toronto:
“Emotionally intelligent people do not eliminate emotions from decision-making. They eliminate emotions that have nothing to do with the decision.” He adds: “It is easy to see the flaws in others, but the most successful decision-makers can identify their own emotional triggers and transform them. This is the emotionally intelligent approach.”

Harvard Business School professor Francesca Gino suggests that when people are highly emotional - positively or negatively - they should ask themselves questions at the moment of decision-making, such as: Does this decision align with my original goals? Am I reacting to social or organizational pressure? She also recommends taking a short pause - those few minutes during which people process information and identify their emotional state. These minutes can prevent decisions they may later regret.

The “Controlled Explosion” approach suggests that suppressing emotions leads to explosive reactions, which is why it is important to experience our feelings and understand ourselves better. Only then can we develop ways to cope with future situations and make effective decisions.

Organizing and regulating emotions through a systematic process known as emotional intelligence is valuable for business decision-making. Emotional intelligence connects our knowledge of the world with our emotions and enhances our capacity for resilience, motivation, empathy, reasoning, stress management, and communication.

Emotional intelligence also coordinates our ability to read and navigate multiple social situations and conflicts. It plays a significant role in enabling individuals to realize their full professional potential.

Emotionally intelligent people can manage relationships effectively and have clear awareness of their decision-making style. As Prof. Côté notes:

“Emotionally intelligent people do not eliminate emotions from the decision-making process. They eliminate emotions that are irrelevant to the decision. It is easy to see others’ shortcomings, but the most successful decision-makers can identify their own emotional triggers and transform them. This is the emotionally intelligent approach in business.”

Emotional intelligence does not equal business success. Emotionally intelligent people are not necessarily great managers, and not all successful managers are emotionally intelligent.

However, emotional intelligence is a significant factor in the personal success of managers. They understand that emotions matter in business and use them rationally.

How?

Business success is a continuous process of managing and achieving alignment between emotions and their impact on thinking, decision-making, motivation, and behavior within organizations.

Ignoring emotions in business is equivalent to denying their wisdom.

And people who deny wisdom often invite failure into their lives—as individuals, managers, and leaders.

Text by Dr. Antonina Kardasheva.