Good moods have several positive features - seeing the good side of
things (such as having positive views of others, engaging in pleasant
reminiscences, generally having a rosier outlook) and also has a strong
(beneficial) effect on happiness as well as on self-esteem.
A good mood not only feels better to us but actually creates more
success. Studies have found that, when in a good mood, people are moor
cooperative: for example, they negotiate in a way that produces maximum
gains for both sides, as a result of more flexible behavior, better problem
solving, and a better understanding of the situation. People in a good mood
also evaluate their relationships more positively.
How we see ourselves, the world around us, and the prospects for the
future at a given moment is very much a product of our current mood. There
is general agreement that moods are different from emotions. Emotions are
caused by events whereas a mood is a background feeling that persists over
time.
Moods are to emotions as the tides are to the waves. Emotions are
relatively short-lived reactions that may be superimposed on moods. Moods
are more long-lasting and usually increase and decrease gradually. They
often occur for no identifiable reason. People may report that they simply
woke up in a good or bad mood. Emotions, on the other hand, are reactions to
specific situations.
Mood influences everyday judgments and behaviors. To manage moods, we need to be aware of how they infuse our memories,
thoughts, judgments, and interpersonal behaviors. Different information
processing strategies play a key role in explaining these effects.
Mood infusion also impacts on a range of interpersonal behaviors,
such as the use of requests, persuasive communication, and strategic bargaining. Positive
and negative mood produce different
thinking strategies.
Positive mood often increases and negative mood decreases memory and
judgmental errors.
In contrast, the influence of mood is reduced or absent whenever a social
task can be performed using a simple, well-rehearsed direct access strategy
or a highly motivated strategy. Frequently, the social situations we face
impose strong motivational demands to act in required ways that override
these subtle mood effects.
Certain personality traits can strongly predict how people will act. When
people do not rely on open, constructive thinking to figure out what to do,
mood states are much less likely to influence their responses. These general
principles have important consequences in many real-life situations.
Mood is likely to influence many relationship behaviors, group
behaviors, organizational decisions, consumer preferences, and
health-related behaviors, and emotional intelligence involves
knowing when and how these effects occur. Individuals who experience
negative moods report more severe physical symptoms and more negative
attitudes and beliefs about their ability to manage their health. Recent
studies also confirm that mood has a highly significant influence on many
organizational behaviors and decisions.
There is even a difference in how people react to requests: Happy people use more direct, impolite (familiar) requests whereas sad
persons use more cautious, polite request forms. Yet, even requests are
dealt with differently. In a bad mood we make critical, negative evaluations
of both requests and the requester and we comply less than do those in a
positive mood. However, impolite requests are considered in greater detail
and are more likely to be complied with when we are in a mild negative mood.
