Corporatising Character
Authors: Hatcher Caroline 
Published: October 2020

One might rightly think that the first female television chief executive in Australia, Maureen Plavsic, would have some important and useful advice and words of wisdom about what being successful in business involves. Apparently, Ms Plavsic considers being 'passionate' about what you do is central to being successful in contemporary business practice (Kitney 26). At first glance, this might seem a perfectly natural contemporary way to talk. The purpose of this paper is to step back from that idea of 'passion' as a driver of contemporary practice and to consider how it became inevitable that the passionless manager or employee is a failed species. I argue that emotion, and passion, as heightened emotion, have come to play a newly understood role in our work lives.
There are various identifiable mechanisms, in any specific historical period, that produce ways of thinking about appropriate behaviour for groups such as managers. Foucault ("Governmentality") has described this specification as a form of governmentalisation of the population. They are targeted in various ways, in relation to how they should 'feel' at work (http://home.iprimus.com.au/panopticon1/). This includes through advertisements selling communication skills for managers, in training manuals, through training courses, in management books, professional journals and self-help books, and through organisational practices such as the development of 'human' resource departments. Numerous academics, including Hochschild, Mumby and Putnam, Fineman, and Tracy have also taken considerable interest in the way emotion has come to play such as important part in work-life. They, too, have contributed significantly to legitimising new ways to think about the heart and its place in business.
Through knowing and enacting or even resisting the broad range of discourses circulating around these ideas, individuals produce themselves 'as a work of art' (Foucault, "On the Genealogy"; "Technologies"). Indeed,Foucault insists that the production of the self should be understoodas 'a creative activity' (Foucault, "On the Genealogy" 351). The body is continually 'finely tuned', constructed, and reconstructed as a 'performing self' (Schilling 35) through the constitution of knowledge about what is appropriate for the managerial identity. This notion of identity, as a work of art, is used in this paper, following Hall, to suggest 'the meeting point, the point of suture,between, on the one hand, the discourses which attempt to "interpellate", speak to us or hail us into place as subjects of particular discourses, and on the other, the processes which produce subjectivities, which construct us as subjects which can be "spoken" ' (5-6). By taking this social and discursive perspective on 'passion', as heightened emotion, it is possible to understand some of the processes by which passion has come to be thought about as 'corporate capital'.
What are the some of the key discursive practices that achieve this identity? One interesting package that may well have produced Maureen Plavsic's response about 'being passionate' comes in the form of the idea of 'emotional capital'. The term has some resonances with other familiar descriptors, including the relationship between women and emotion. However, it directly recalls two different sets of contemporary knowledge about good managers: the idea of 'emotional intelligence' and the centrality of 'capital' in various forms of good business practice. I will briefly unpack each of these two ideas below.
The idea of emotional intelligence, popularised by Goleman, is 'hot', both in education and in business (http://www.mngt.ac.nz/ejrot/). Throughout the world, government reports and training programs are tapping into cognitive psychologists' discoveries that successful people and companies become so because they bring their 'heart' to work, not just their heads. The language of emotional intelligence has entered everyday language from newspaper reports to professional development journals. Self-help specialist Daniel Goleman uses the authority of the academic discipline of cognitive psychology to re-present the emotions as 'a different kind of intelligence' (36) and to signify their relationship to other forms of intelligence. He uses Gardner's 1993 book on multiple intelligences to claim that interpersonal and intrapersonal intelligence are the keys to self-knowledge and other-knowledge (Cited in Goleman, 39) and that what individuals can achieve is 'appropriate' emotion (56) if they can name and use emotion properly. Goleman provides a rationale for the changing valorisation of the emotions, giving EQ an equal significance with IQ, describing emotional intelligence as a 'master' aptitude, one that 'affects all other abilities, either facilitating or interfering with them' (80).
More recently, communication guru Kevin Thomson has provided carefully elaborated strategies for achieving the idealised state of Passion at Work. In this book and his companion text Emotional Capital, he argues for the role of emotional capital as central to business success. The elision of two relatively stable and legitimate discourses of the idea of 'capital' and 'emotional intelligence' is a clever rhetorical move. He links emotional capital directly to the idea of intellectual capital. Contemporary obsession with the new technologies and the developing new economy, based on service, has led to renewed interest in the storage and use of organisational knowledge as a form of intellectual capital, as Drucker rightly forecast. By drawing together the resources of this meaning for 'capital' and 'emotion', Thomson's term has considerable respectability and appeal for business. Eliding the idea of intellectual capital and intellectual property further strengthens this. This issue of ownership will be commented on in the latter part of the paper.
Thomson goes on to argue, in Emotional Capital, that emotional capital is the 'fuel to fire your intellectual capital' (6). This emotional capital is 'begging to be valued as brand and corporate capital' (6). Legitimising strategies such as these make the idea of emotion and the more specific instrumentalisation of passion very attractive to managers looking for success in their work. Thomson offers simple, accessible promises for success based on these ideas. In 'Six Secrets for Personal Success' he suggests, again and again, that passion is the key. The final chapter puts this idea in perspective. It is called the 'Passion Pack: The 'How to' Mobilise Hearts and Minds and Generate Buy-in to Change' (169-211). This section contains a set of 'practical tools' to 'arouse your desire' to be passionate (170).
A writer, like Thomson, has the capacity to be very influential. He was President of the International Association of Business Communicators (with a worldwide membership of 40 000) in 1998-1999, contributes regularly to professional journals, and works the speaking circuit. Just like Tom Peters before him, the capacity of persuasive management 'gurus' to put a spin on ideas combines with the important discursive moves made by other more powerful capacities to speak. These moves include the pronouncements of academics, including psychologists, educators, and governments, who are all looking for ways to shape up the population for own their various agendas.
The capacity for 'naming' emotions, such as 'being passionate', has been identified as a characteristic of training programs and therapy approaches to communication training throughout the world, by researchers such as Cameron. Naming plays a critical part in developing and promoting emotional capital. This capacity allows and encourages fine-grained work on the self. However, it also puts a new spin on the relationship between managers and their organisations. Rather than to imagine emotions in the 'private' domain, it is now much more acceptable to manage the public heart of the manager. The instrumentalisation of emotion encourages on-going fine-tuning of behaviours and feelings in oganisations. What's more, managers themselves can opt to be trained by psychologists and communication specialists in learning to name and direct or redirect their previously unmanageable and often 'unwanted' emotional lives towards more productive work, as this now contributes to the emotional capital of the organisation.
This emotional capital can contribute, alongside the intellectual and financial capital, to the success of the business. Maureen Plavsic's interview demonstrates that, at least at the very top of business, her intellectual/emotional property is not contested. For such a successful CEO, maybe the payoffs are good enough for her to make the creative move of reconstituting her identity in line with such demands. It remains to be seen how successful such moves will be in wooing managers further down the organisation. However, the governance of the population operates, not solely through its repressive capacities, but also through the seduction that images like 'emotional capital' conjure up for managers. If they enrol for communication training programs, they are offered not only the capacity to master the 'master aptitude', but also they are told from many different discursive terrains that they will achieve guaranteed access to business success. Becoming corporate capital is increasingly hard to resist in the new work order.

References

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Links

http://www.mngt.ac.nz/ejrot/
http://home.iprimus.com.au/panopticon1/

Citation reference for this article
MLA Style

Hatcher, Caroline. "Corporatising Character" M/C: A Journal of Media and Culture 4.5 (2001). [your date of access] < http://www.media-culture.org.au/0111/Hatcher1.xml >.

Chicago Style

Hatcher, Caroline, "Corporatising Character" M/C: A Journal of Media and Culture 4, no. 5 (2001), < http://www.media-culture.org.au/0111/Hatcher1.xml > ([your date of access]).

APA Style

Hatcher, Caroline. (2001) Corporatising Character. M/C: A Journal of Media and Culture 4(5). < http://www.media-culture.org.au/0111/Hatcher1.xml > ([your date of access]).