Organizational Change Management: Beliefs and Emotions

Identifying the organizational beliefs about the change is crucial since it reveals people’s underpinning motivation to support change. Therefore, finding people beliefs about the change increase the likelihood of flourishing sustainable organizational change that holds the biggest signal of the transition in the journey. All the transactions of our lives execute a process of influence. This robust process is based on our emotions that differ from tactics and approaches that we use in our interactions among ourselves (Yukl, 2013). The process influence results would depend on how we shape our emotions in the event.

Every emotion is a result of what we believe about life, about ourselves, about the job, about our co-workers and bosses, about our employees, about the company, and about our environment (Elfenbein & Ambady, 2002). With each emotion, we manifest attitudes and behaviors at work in every interaction with others. In accordance with the affective events theory, there is a relationship between emotions, attitudes, and behaviors that affects the performance in a work environment (Weiss & Cropanzano, 1996). Equally, environmental pressure generates affective events that cause emotional reactions in organizational members which, in turn, determine members’ attitudes and behaviors.

Anger, distress, fear, joy, love, grief, and wonder are normally emotions manifested at the workplace, and also vary based on the type of event and individuals because we are all different (Goldstein, 2019; Kellogg, 2013). For Instance, I remember a coworker unexpectedly left a hot caramel latte on a cold morning on my desk. As a result of this pleasant, and unexpected experience, I felt very happy, surprised and appreciated especially because I’ve never had that experience before. However, there was other time when I felt disappointed, angry, and sad when the same person who was my boss, turned down my ideas and suggestion for improvement and development hr politics because as per her “they were insane.” However, three weeks later we receive a memo from the headquarters was received with the subject “improvement and development HR politics.” and the thanks for those ideas were given to her, she took over the plans and didn’t even mention my name. This event generated negative emotions and also was the cause to stop giving ideas and to act differently toward my boss and also made at long-run a job dissatisfaction.


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Goldstein, E. B. (2019). Cognitive psychology: Connecting mind, research, and everyday experience (5th ed.). Boston, MA: Cengage.

Kellogg, R. (2013). The making of the mind. Amherst, NY: Prometheus Books.

Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure causes and consequences of affective experiences at work. Research in Organizational Behavior, 18, 1-74.

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.

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