Participants rated how their experience of work changed since beginning Emotional Culture work. Scale: 1 = Gotten worse · 3 = Improved some · 5 = Improved very much
Connection comes before vulnerability. Team members felt more connected and seen first — the harder skills of sharing and managing difficult emotions take longer to shift. This is exactly how emotional culture change works in practice.
Participants self-reported how key aspects of their work and team experience changed. Food & Beverage · 35 employees.
Psychological safety moved most. When teams build emotional literacy and leaders create permission to express feelings, connection and trust follow. The ECD work produced measurable shifts across every dimension measured.
A brand-new multi-region team across three continents. One ECD workshop to map desired emotional culture and stakeholder experience, then six weekly retros with behaviour experiments.
When teams map both how they want to feel internally and how they want stakeholders to feel, culture change accelerates. Tracking emotions weekly made the culture visible, adjustable, and owned by the team.
A field experiment examining how ECD workshops impact employee engagement and collaboration. Pre and post measurements across 16 participants.
Naming emotions — positive and negative — is a learnable skill. After the programme, participants labelled both positive and negative emotions significantly more. Voice, engagement, and leader emotional support all increased, while job demands fell. The biggest shift was in emotional expression itself.
The Unspoken Conversations Workshop tested whether naming and sharing an emotion before raising a concern with a leader changed the quality of the conversation — and the relationship itself.
Named their emotion on an ECD card and shared it aloud with their leader before raising a concern.
Named their emotion on an ECD card but kept it private — did not share it with their leader.