Emotions during organizational change:Emotions:
Radical organizational change is supposed to be a very emotive event: the media, the peopleinvolved as well as academics agree on this.Emotions are often seen as a cause of problems occurring during implementation of change ratherthan an expression of underlying events.We normally lead to the conclusion that emotions need to be managed away to implement changesuccessfully.Emotions during organization change offer an opportunity to observe links between emotionalexperience and organizational actions.Normally emotional experience is used to describe emotions and related cognition and behaviourssurrounding events during change.
Standard approaches to role of emotions during change:
This tells how people in the organizations normally perceive emotions or shows their emotionsduring organizations change i.e. in case of merger.Emotions are often only viewed as either in terms of stress that needs to be coped with or asresistance that need to be reduced or worked through.People normally focus on unwanted and undesirable negative reactions to change.Emotions are seen as dysfunctional behaviours of individuals.Mergers are seen as especially difficult emotional experiences as they create uncertainty, anxiety,insecurity, stress and feeling of loss.Organizational after downsizing have to deal with anger, loss of trust and remaining fear of job loss.These negative emotions produced a specific type of change are a threat to the organization as it isas risk of losing employees.People fear change in general and therefore oppose it, resistance is seen as emotional barrier thatprevent people from understanding rational argument.Possibility that negative emotions may also have much kind of positive outcomes for both individualand organizations is rejected.Managerial view of emotions focuses only on the emotions of the recipients of the change andignoring the emotions of other key groups.Many times focuses on specific aspects of change.