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repeated as individual change actions are implemented. This will help identify issues which need attention. Using the process to surface and then question as described by Vince (2006) may result in more of the promised benefits described in the literature.


Briner (1999) claims that organisational


constructs of motivation, leadership and change cannot be understood if emotions are excluded. This study has highlighted the impact emotion can have in organisational change. It has also raised awareness of the complexity of emotion


and that much care must be taken when working with emotions.


Returning to the promised impact of emotion on change described in the literature review, a brief look at whether these outcomes are achievable for the ABES, facing transformational change follows:


• A stimulus for reflection?


This short study has been a source of clarity for participants. Jumbled, messy thoughts were clarified, assumptions were identified, maladaptive thoughts and rumour cleared up as previously reported by Vince & Broussine (1996). Participants now know what they really feel, what is important, what questions to ask and actions to take, akin to the mindfulness that Avey (2008) promised.


Can we replace the rational approach with the complex rational, emotional, political and social approach to gain new knowledge as suggested by Vince? Using an emotional lens would be a paradigm shift for many organisations, but a change in ways of working does seem possible through an engagement within and between groups using this method as a springboard. For


transformational change, learning and change plan corrections and adaptations are essential and depend on emotional data. Organisations that optimise the ability to solicit and


understand feedback, learn from it and turn that learning into effective course corrections have a greater chance of success (Anderson & Anderson 2001). Dialogue has started; it is possible to “use chaos” as one participant noted, to lead through the change. This is a new departure; it reduces fear somewhat, by trying to take some control.


• Embrace resistance?


Although anxiety and fear were illustrated, there was not much evidence of actual resistance in this study. This is because there is no real information available at this time to


cause resistance. There was however, a warning that participants do feel powerless and voiceless which can often lead to resistance if change is not managed


appropriately. The platform and knowledge are there now to build on, and resistance can be looked at as something to engage with positively.


Conclusion


This study has indeed challenged my view of emotions during change and the views of those who participated in the study were similarly challenged. Emotion can't and shouldn't be omitted from change. It would be prudent for


organisations to take greater consideration of the important role that emotion may play during organisational transformations. Facing


transformational change, organisations need to be prepared, need to have all available armour in place, and emotion is a valuable part of this armour. As Stephen Fineman (2001:1) aptly says, emotion “is not sand in the organisational machine, it is a very part of the machinery”. Emotion can be either sand or oil in the organisational machinery; it just depends on how you use it.


• New knowledge that will enable action or References 'working through'?


Anderson, D. and Ackerman Anderson, L. (2001). Beyond Change Management. Advanced Strategies for Today's Transformational Leaders. San Francisco: Jossey-Bass Pfeiffer.


Antonacopoulou, E.P. and Gabriel, Y. (2001). 'Emotion, learning and organisational change: Towards an integration of psychoanalytical and other perspectives' in the Journal of


Organisational Change Management . 14 (5), 435-451.


Ashforth, B.E. and Humphrey, R.H. (1995). 'Emotion in the workplace: A reappraisal' in Human Relations. 48(2), 97-125.


Avey, J., Wernsing, T.S., Luthans, F. (2008). 'Can positive employees help positive organisational change? Impact of psychological capital and emotions on relevant attitudes and behaviours' in The Journal of Applied Behavioural Science. 44(1), 48-70.


Bridges, W. (1991). Managing Transitions: Making the most of change. Reading, MA:


Addison-Wesley. Briner, R.B. (1999). Introduction. European Journal of Work and Organisational Psychology. 8(3), 321-322.


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