(Bk Business) Carol Kinsey Goman Ph.D.-The Nonverbal Advantage_ Secrets and Science of Body Language at Work -Berrett-Koehler Publishers (2008)
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68 <strong>The</strong> <strong>Nonverbal</strong> <strong>Advantage</strong><br />
As adults we remain susceptible. Swedish researchers<br />
found th<strong>at</strong> merely seeing a picture <strong>of</strong> a happy face produces<br />
fleeting activity in the muscles th<strong>at</strong> pull the mouth into a<br />
smile. In fact, whenever we look <strong>at</strong> a photograph <strong>of</strong> someone<br />
portraying any strong emotion, such as sadness, disgust,<br />
or joy, our facial muscles autom<strong>at</strong>ically start to mirror th<strong>at</strong><br />
expression. And it isn’t just a physical response because our<br />
expressions subtly trigger the corresponding feelings.<br />
TRY THIS<br />
Each <strong>of</strong> us gives <strong>and</strong> responds to hundreds <strong>of</strong> facial<br />
expressions daily—from co-workers’ grins to clenchedjaw<br />
displays around the conference table. Looked <strong>at</strong><br />
another way, you are part <strong>of</strong> an emotional chain-reaction<br />
effect in your personal <strong>and</strong> pr<strong>of</strong>essional lives.<br />
For one full day, make a conscious choice to spread<br />
only positive emotions. As you go through the day,<br />
notice how other people’s neg<strong>at</strong>ive emotions may try<br />
to contamin<strong>at</strong>e your good mood. <strong>The</strong> trick is to not<br />
let them do so. Instead, simply acknowledge wh<strong>at</strong><br />
is happening, regroup, <strong>and</strong> get back on track!<br />
Group Feelings<br />
A business simul<strong>at</strong>ion experiment <strong>at</strong> Yale University assigned<br />
two groups <strong>of</strong> people the task <strong>of</strong> deciding how much <strong>of</strong> a<br />
bonus to give each employee from a set fund. Each person<br />
in the group was to get as large a bonus as possible for<br />
certain employees while being fair to the entire employee<br />
popul<strong>at</strong>ion.<br />
In one group the conflicting agendas led to stress <strong>and</strong> tension,<br />
while in the second group everyone ended up feeling<br />
good about the result. <strong>The</strong> difference was in the “plants”—<br />
actors who had been secretly assigned to each group. In the