Management scholars study human phenomena filled with emotional upheaval. Though emotions in management may be legitimate topics of study, strong emotional reactions to such upheavals tend not to be. This is a missed opportunity. This article argues that heartbreak can help scholars analytically and emotionally connect with their data, the people they study, and shape the purpose of their work and life. Heartbreak can arise from the data themselves (if they touch us deeply) and through shared experience. Without it, scientific accounts may be less rich and potentially misleading. The author provides an example from her own research.