Unit 7
ePortfolio activity: Working with emotions
In relation to the ‘Components of User Experience’ model from Van der Linden et al., (2019) (below), consider the ‘Emotional reactions’ of user experience.
Figure: Components of User Experience Model (Van der Linden et al., 2019)
Question: As a Project Manager, what might be your response to manage the emotional reactions of a customer? You should use at least three academic papers to support your response and write a minimum of 300 words as your response.
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On the highest level, system properties, user characteristic and context parameters feed into human-technology interaction. In the CUE-model, the core aspects of the user experience are summarised in three distinct components: the Perceived instrumental qualities, the Perceived non-instrumental qualities and the Emotional reactions. These three make up User experience consequences: overall judgments, usage behaviour and choice between alternatives.
One of project manager’s (PM) responsibilities is stakeholder management, which includes understanding stakeholders’ needs and emotions, keeping them engaged, and monitoring them (Project Management Institute, 2021). As this area of work is overwhelmingly human-facing, the interpersonal skills of a project manager become a valuable asset, which is confirmed by research: PMs with higher emotional intelligence (EI) that can better identify, understand, and navigate their interlocutor’s emotions and needs tend to more effectively apply their experience, thus positively impacting both the project performance, work environment, and client relationship (Webber and Klimoski, 2004; Sposito et al., 2023; Rahul, 2024).
In dealing with client’s emotions, different strategies might apply depending on the situation. However, the foundation of any communication should lie in empathy and active listening. Then, a core strength of a person with a high EI is their capability to adapt to the circumstances and resolve a conflict efficiently: Hopkins and Yonker (2015) claim that counterintuitively, collaborative approaches are not always appropriate. For example, avoiding a conflict is a valid strategy for minor questions, whereas a dominant style may be useful for coming to a prompt decision.
In general, PM should avoid alienating their clients and foster a positive and constructive relationship built on trust and understanding. Analyzing stakeholders’ emotions and needs, as well as the reasons and feelings behind them allows to better identify both similarities and differences in understanding the project goals and results and negotiating a positive outcome for both the stakeholders and the project team.
References
Hopkins, M.M. and Yonker, R.D. (2015) ‘Managing conflict with emotional intelligence: abilities that make a difference’, Journal of Management Development, 34(2), pp. 226–244. Available at: https://doi.org/10.1108/JMD-04-2013-0051.
Project Management Institute (2021) The standard for project management and a guide to the project management body of knowledge (PMBOK guide). Seventh edition. Newtown Square, Pennsylvania: Project Management Institute, Inc. Available at: https://www.tegnum.edu.pe/wp-content/uploads/2023/09/Project-Management-Institute-A-Guide-to-the-Project-Management-Body-of-Knowledge-PMBOK-R-Guide-PMBOK%C2%AE%EF%B8%8F-Guide-Project-Management-Institute-2021.pdf (Accessed: 1 December 2025).
Rahul, N.A. (2024) ‘Strategic Alignment of Emotional Intelligence with Project Management: A Framework for Enhancing Project Success and Team Performance’, American Journal of Industrial and Business Management, 14(04), pp. 553–577. Available at: https://doi.org/10.4236/ajibm.2024.144028.
Sposito, L. et al. (2023) ‘Influence of the project managers’ expertise and experience in the success of projects: the moderating effect of emotional intelligence’, International Journal of Managing Projects in Business, 17(1), pp. 1–26. Available at: https://doi.org/10.1108/IJMPB-06-2023-0129.
Webber, S.S. and Klimoski, R.J. (2004) ‘Client–project manager engagements, trust, and loyalty’, Journal of Organizational Behavior, 25(8), pp. 997–1013. Available at: https://doi.org/10.1002/job.294.