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A paper published in the Journal of Management identifies major shortcomings in extant research on emotions during organizational change, specifically the orthogonal and static definition of emotions, the neglecting of change as a process, and the focus on single organizational change. The authors argue that a static, orthogonal definition of emotions is problematic as it does not capture the process dimensions of emotions, and instead they offer a component process definition of emotion as an alternative view to incorporate the dynamic, evolving dimension of emotions, allowing for multiple emotions to coexist. The kinds of emotions and individual coping strategies employees feel and use ultimately affect the outcome of a change. Also, individual coping strategies can influence the organizational change outcome, with the emotional engagement of positive employee emotions affecting the emotions and motivation of other team members, ultimately positively influencing the change. The authors say additional research is needed to enhance our understanding of emotions during repeated change processes. Need more information on organizational change contact a senior consultant with Ember Carriers at (513) 984-9333 for a 30-minute complimentary consultation to discuss your company’s future.
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A free advice post about business, process, continuous improvement, leadership, culture change, product development, management, Lean, Six Sigma, quality, and generally making things better. It seems that in order to get an advice book published, one must be an accomplished CEO or exceptionally successful entrepreneur. For example, proactive coping strategies are more likely to enhance employee job satisfaction and performance, while passive coping strategies during change are linked to higher psychological distress and less effective job performance.
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