1. 1. Emotion of Change Chee Liung Wun Lim Shieh Chern Ng Yee Jie
2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 15. 1. Communication and stimulating conversation Managing Emotion of Change (cont.)
16. 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. 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. 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. 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. 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. 21. Thank You Q & A Session