The Managed Heart

The text describes “deep acting” as the process by which individuals strive to align their internal feelings with the emotions their employers require them to display. Unlike surface acting, which involves merely altering outward expressions, deep acting requires genuinely modifying one’s inner emotional state to meet job expectations. This method involves techniques such as visualizing a positive outcome or recalling personal experiences to evoke the needed emotions. The book argues that while deep acting can create more authentic interactions, it can also lead to emotional exhaustion and a blurred boundary between personal identity and one’s professional role, emphasizing the high personal cost of emotional labor.

The author’s “doctrine of feelings” refers to the societal norms and beliefs that influence how people value and perceive emotions based on one’s social status. This doctrine posits that society often invalidates or devalues individuals in lower-status positions. The text argues that this doctrine reinforces social hierarchies by legitimizing the emotions of those in power while dismissing the feelings of subordinates. This systemic invalidation contributes to the emotional labor burden placed on lower-status individuals because they must constantly navigate and manage their emotions to conform to dominant expectations, which further entrenches their subordinate status.