How they keep on smiling at Disney

I recently came across a piece on the 'happiest place on earth', Florida's Walt Disney World. Several nuggets were noteworthy: Disney World and its related local industries make Disney the largest single-site employer in the US. The site is substantial enough to warrant its own Disney police force. And the operation practices what they call the 'science' of guestology (google it). Of most interest is how Disney trains its employees to deliver that happy feeling to its paying customers.

Anne Reyers' and Jonathan Matusitz's paper focuses on emotional labour: the effort we put in to regulate our emotions to deliver the outcomes the organisation expects. In Disney's case, this is happiness and delight for every guest, all the time, enshrining the notion that even a single unsatisfied guest cancels out 70 happy ones. Walt himself, having observed frowns and negativity on tours of the grounds, insisted on Disney University, a mandatory training process for every employee, that more than anything else is an extended emotion regulation regime. From the off, the training frames the job in terms of play rather than work, and trainees are taken through methods of managing facial and voice cues to maintain a happy, relaxed, and accessible approach. This is effectively a masterclass in surface acting.

However, research suggests that Disney employees actively involved in surface acting are more likely to experience emotional exhaustion. This accords with broader evidence that surface acting is hard work. Genuinely feeling the emotions you wish to exhibit - deep acting - is aspired for at the Disney University but there are no guarantees when a pushy brat keeps calling you names. Indeed, other research indicates that buttoning back anger is the hardest thing to do for Disney employees, and having to keep doing so is a major driver of emotional exhaustion.  Studies on Disney employees suggests two ways to stave this off are by understanding the importance of  emotional regulation and a fit to role requirements, and by believing that their manager values their emotional contributions, perhaps by offering rewards (in keeping with the ERI stress model mentioned recently). Reyers and Matusitz believe that the training at Disney does in fact attend to these two coping mechanisms, which may partly explain the low attrition rate of 12-15%, compared to the 60% standard in hospitality roles. It's also worth noting recent research that if the positive emotion is reciprocated, staff may end up feeling genuinely happier too.

These things are far from Disney-specific. These principles 'have come to govern the rest of the customer service world' to push 'the frontier of Disney-like happiness across the world'...which may delight or horrify you.

Anne Reyers, & Jonathan Matusitz (2012). Emotional Regulation at Walt Disney World: An Impression Management View Journal of Workplace Behavioral Health, 27 (3), 139-159 DOI: 10.1080/15555240.2012.701167