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- 1. Emotion of Change Chee Liung Wun Lim Shieh Chern Ng Yee
Jie
- 2. Change is intensely personal and fundamentally about
feelings. However, emotions are frequently perceived as
uncomfortable knowledge and are to be avoided or ignored in
management. Thus, companies that want their workers to contribute
with their heads and hearts have to accept that emotions are
essential to the new management style (Duck, 1993)
Introduction
- 3. Emotions color all perception, thinking, and behavior, and
often are critical variables in both effective and ineffective
change projects (Lundberg & Young, 2001) Terminology of
Emotion
- 4. An organization denies the validity of emotions or permits
only certain kind of emotions in the workplace causes: Managers cut
themselves off from their own emotional lives The ideas, solutions,
and new perspectives were cut off Importance of Emotion
- 5. People do not have problem with change itself, but rather
with transition. Change is the situation, but transition is
psychological (Bridges, 1991) Recognizing and Knowing Emotion of
Change
- 6. Stage 1: Denial Employees do not accept the changes Stage 2:
Resistance Employees in this state tend to slow down the change
process Stage 3: Exploration Employees begin to explore their new
role when they realize they cannot resist the change Stage 4:
Commitment Employees are mutually committed in change process
Emotional States Kubler - Ross Grief Model
- 7. Lundberg and Young (2001) Two Phenomena of Emotions Vary
from weak to strong in intensity, are relatively short in
persistence, and are not diffuse in that they have particular
stimuli. Affective reactions Less intense, typically of longer
duration, and are diffuse in that they are not associated with
anything in particular. Moods
- 8. Three Dimensions: Two Phenomena of Emotions (cont.) Felt
strength of an emotion Duration of an emotion over time Whether
emotion is focused or targeted on an object
- 9. Dimensions of Affective Response and Mood High Positive
(joyful, energetic & exhilarated) Low Positive (apathetic,
sluggish & listless) Low Negative (calm, content & placid)
High Negative (anger, sorrow & anxiety) Unpleasant (sad,
distress & sober) Pleasant (happy, pleased & carefree)
Aroused (restless, astonished & changeable) Unaroused
(peaceful, quiescent & controlled) Source: Adapted from Weiss
and Cropanzano (1996)
- 10. Emotions Affect Behavior Affective reactions are object-
focused, shorter in durations, and vary in intensity. Affective
reactions response to particular perceived events. Moods are less
intense, more diffuse, with an object focus reflect a persons life
events (especially changes in status and power) How emotions relate
to observable behavior begins with a perceived event, which
triggers an affective response, sometimes conditioned by a mood.
Affective reactions primarily, and moods are more distally, have an
impact on cognitive processed, that is, attention, judgment,
reasoning, analysis, creativity in problem solving, efficiency, and
thoroughness in decision-making.
- 11. Cognitive processed, in turn, result in social behavior.
Social behavior is filtered through feeling rules or display rules.
Conformance to these rules are termed emotional labor. Emotional
labor is managing dissonance between felt emotions and the emotions
one is expected to portray. Emotions Affect Behavior (cont.)
- 12. The Model of Emotion-Influenced Behavior Perceived Events
Affective Reactions Mood Cognitive Processes Behavior Emotional
Display Rules Emotional Labor Cost Source: From Lundberg and Young
(2001)
- 13. New management paradigm says that: Managing people is
managing feelings. The issue is not whether employees have negative
emotions, but rather how to manage them. Managing Emotion of
Change
- 14. Edgar Schein Managing Emotion of Change SurvivalAnxiety The
experienced tension between what is desired and what is perceived
to be the present reality LearningAnxiety The prospect of learning
something new Greater Than
- 15. 1. Communication and stimulating conversation Managing
Emotion of Change (cont.)
- 16. 2. Preparing employees thru trainings & coaching 3.
Facilitation Managing Emotion of Change (cont.) To minimize the
discomfort and anxiety of the change process A process guide to
make a process easier or more convenient for the employees during
change.
- 17. Transition Management is a way of dealing with people that
makes everyone feel more comfortable when facing organizational
change. Transition Management Phrase I, Letting Go Phrase II,
Leading people through neutral zone Phrase III, Launching new
beginning
- 18. Pietersens framework is based on six principal elements
that can minimize resistance and assist the successful
implementation of change Create a simple, compelling statement
Communicate constantly and honestly Maximise participation If at
else fails, remove those who resist Generate short-term wins Set a
shining example Pietersen Framework
- 19. For Change Agents Conversations and sharing experience with
peers/competitors in other organizations Talking with friends who
work in the same field Formal networking with other sustainable
development types Attendance at training courses and learning
programmes Signing up to e-newsgroups, email groups or web-based
discussion forums Informal networking (e.g. green drinks,
socializing, occasional coffees)
- 20. Emotion involvement is inevitable part of any organization
change process. Employees do not resist change per se but rather,
the impact of the change on them. Thus the new paradigm in managing
people during change process is managing emotion. The strategy is
to make everyone feel more comfortable during the change process,
using management frameworks and tools that are discussed above.
Conclusion
- 21. Thank You Q & A Session