Sentir para decidir
La emoción como condición epistémica en la racionalidad organizacional
DOI:
https://doi.org/10.22451/3002.nbr2025.vol11.1.10106Palabras clave:
Juicio estratégico, sensibilidad afectiva, práctica del liderazgo, epistemología organizacional, afectividad en la gestiónResumen
Durante décadas, la teoría organizativa ha defendido un ideal incorpóreo de racionalidad, presentando la emoción como una amenaza para el juicio objetivo. Sin embargo, en una época definida por las crisis sistémicas, la ambigüedad moral y la volatilidad estratégica, estos modelos despersonalizados resultan inadecuados para captar cómo se experimentan, interpretan y ejecutan realmente las decisiones. En ese sentido, el objetivo de este artículo es proponer un marco epistemológico alternativo que reconozca la centralidad de la emoción, no como distorsión, sino como condición de posibilidad, en la construcción del juicio estratégico, el liderazgo organizacional y la racionalidad práctica. El análisis revela que la emoción no es accesoria sino constitutiva del juicio. Se demuestra que el razonamiento estratégico, la identidad de liderazgo y el aprendizaje organizativo están profundamente arraigados en la dinámica afectiva. Las modalidades afectivas, que van desde las emociones éticas hasta la intuición somática, sirven como recursos epistémicos que median en la interpretación, la formación de valores y la percepción moral en la vida organizativa. Se concluye que la racionalidad debe volver a concebirse como una práctica incorporada, modulada afectiva y éticamente sensible, lo cual desafía las normas de gestión imperantes y exige una reorientación del desarrollo del liderazgo, el diseño organizativo y el aprendizaje institucional hacia la reflexividad emocional y la conciencia afectiva. Reconocer la emoción como fundamento legítimo del juicio permite formas de acción más sensibles al contexto, humanas y responsables en un mundo definido por la complejidad y la interdependencia.
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