Collective Emotions and Joint Action

Abstract

In contemporary philosophy of collective intentionality, emotions, feelings, moods, and sentiments do not figure prominently in debates on the explanation and justification of joint action. Received philosophical theories analyze joint action in terms of common knowledge of cognitively complex, interconnected structures of intentions and action plans of the participants. These theories admit that collective emotions sometimes give rise to joint action or more typically, unplanned and uncoordinated collective behavior that falls short of full-fledged jointly intentional action. In contrast, minimalist theorists pay some attention to affective elements in joint action without much concern about their collective intentionality. They refer to an association between low-level synchrony in perceptual, motor, and behavioral processes, and increased interpersonal liking, feelings of solidarity, and cooperativeness. In this paper, we outline an account of collective emotions that can bridge this theoretical divide, linking the intentional structure of joint actions and the underlying cognitive and affective mechanisms. Collective emotions can function as both motivating and justifying reasons for jointly intentional actions, in some cases even without prior joint intentions of the participants. Moreover, they facilitate coordination in joint action.

Emotions, values and technology: illuminating the blind spots

“…Collective emotions are emotions that are shared in the sense that individuals have the same emotion and are mutually aware that others have the same emotion (Salmela and Nagatsu 2016). Examples for collective emotions are the joy, sadness or anger of fans upon seeing their team loosing or winning.…”

The Role of Fellow-Feelings and Organisational Harmony to Organisational Performance: A Comparative Analysis Between Two National Contexts

“…The results from the multi-group analysis (MGA) 16 of the above relationship between China and Indonesia demonstrate that the research 17 framework's implications did not differ between the two countries. The findings of 18 this paper contribute to the relevant theory by testing and validating fellow feeling 19 and organisational harmony suggesting managers as well to devote resources on 20 building harmonious organisations.…”

“…44 The current conceptualisation of market orientation lump intelligence genera-45 tion, intelligence dissemination and response implementation of business activities 46 together [15-17] but do not explain how the above dimensions impact on fellow 47 feelings and organisational harmony, which in turn will lead to organisational 48 performance. The conceptualisation of fellow feelings relies on the perception AQ1 49 of which employees within an organisation share emotions and concerns for 50 well-being, team spirit and feelings of being part of large family, develop the 51 sense of togetherness and they are emotionally attached to each other [18][19][20]. 52 Fellow feelings empirically uphold the implications of social exchange theory as 53 a contributor to organisational performance [21][22][23] and market orientation theory 54 [17,24].…”

“…AQ1. Reference citation " [19,19,20]" has been changed to "[18, 19,20]" in the sentence "The conceptualisation of fellow...". Please check.…”

“Beasts in Human Form”: How Dangerous Speech Harms

“…Salmela and Nagatsu (2016) give an account of collective emotions that links the intentional structure of joint actions and their underlying cognitive and affective mechanisms. See alsoSalmela & von Scheve (2017).11 For a historical view on urban pressure in Barcelona after migration from regions like Murcia, seeMarín (2018).…”