Social Intelligence in Hospitality
Albert BarraAugust 13, 2018 · 2 min read
The term was coined in the 1920s by psychologist Edgard Thorndike, who went so far as to say that “the best mechanic in a factory may fail as a foreman due to a lack of social intelligence”.
The implications of this theory for service companies, and tourism businesses in particular, can be enormous. The neural connection between employees and guests, or among employees themselves, implies the existence of a “social microclimate” within defined environments such as a hotel. Mutual influence on moods may be the cause of guest satisfaction or dissatisfaction, or of employee effectiveness or inefficiency.
Other psychologists have been forerunners of this theory. John Cacioppo demonstrated the effect of conflict-ridden relationships on weakened immune defences. I repeat that if we consider all these statements within a tourism business environment, we will become aware of the importance of creating appropriate social relationships between employees and guests.
Paul Ekman has highlighted the importance of microfacial expressions, as they also generate a response in the person receiving those expressions. The recipient may interpret them as a positive or negative hidden message, which may explain guests’ hitherto inexplicable feelings and reactions.
Another important contribution comes from Richard Davidson, who points out that all emotions are social and that both happiness and sadness have their origin in the world of social relationships.
As Goleman says, “our brains are wired to connect, they communicate subtly and there is a neural exchange that until now was not visible”; ultimately, “beware of emotions: they are contagious!”
The existence of this “social microclimate” in a hotel, as I mentioned earlier, means that guest satisfaction no longer depends solely on us, but also on the relationships that develop among other guests. Does this mean that guest satisfaction is no longer in our hands? Quite the opposite: it indicates that concepts such as Social Intelligence enrich and expand our ability to understand the guest, identify the reason behind their reactions and, ultimately, try to foster positive feelings.
Concepts such as Emotional Quality, Emotional Intelligence and Social Intelligence are surely the future of economic relationships; let us not forget that markets are conversations.
Other psychologists have been forerunners of this theory. John Cacioppo demonstrated the effect of conflict-ridden relationships on weakened immune defences. I repeat that if we consider all these statements within a tourism business environment, we will become aware of the importance of creating appropriate social relationships between employees and guests.
Paul Ekman has highlighted the importance of microfacial expressions, as they also generate a response in the person receiving those expressions. The recipient may interpret them as a positive or negative hidden message, which may explain guests’ hitherto inexplicable feelings and reactions.
Another important contribution comes from Richard Davidson, who points out that all emotions are social and that both happiness and sadness have their origin in the world of social relationships.
As Goleman says, “our brains are wired to connect, they communicate subtly and there is a neural exchange that until now was not visible”; ultimately, “beware of emotions: they are contagious!”
The existence of this “social microclimate” in a hotel, as I mentioned earlier, means that guest satisfaction no longer depends solely on us, but also on the relationships that develop among other guests. Does this mean that guest satisfaction is no longer in our hands? Quite the opposite: it indicates that concepts such as Social Intelligence enrich and expand our ability to understand the guest, identify the reason behind their reactions and, ultimately, try to foster positive feelings.
Concepts such as Emotional Quality, Emotional Intelligence and Social Intelligence are surely the future of economic relationships; let us not forget that markets are conversations.