دانلود رایگان مقاله انگلیسی شش مرحله عاطفی تغییر سازمانی - امرالد 2017

Abstract

Purpose: This work’s purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization). Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Findings: Through empirical qualitative research, an adapted Kübler-Ross (1969) model was used as a starting point. Co-occurrence analysis of the interviews led to the combination of the first two stages (denial and anger) of this model because they always appeared together. Two new stages (revising and deserting), based on the research of Schalk and Roe (2007), complete the model. Subsequently, the model comprised six emotional stages: denial and anger, bargaining, depression, revising, deserting and acceptance. Results show that individuals can move freely between the first four stages, but deserting and acceptance are always the final stages. Experiencing these emotional stages can influence relationships between individuals and their social environments. During denial and anger and bargaining, relationships with family, friends and co-workers improve, but during depression, relationships with family and friends deteriorate, but because co-workers become much more important, those relationships improve. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining. Research limitations: Time’s passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications: These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals’ negative emotions on the organization. Originality: This paper extends existing theory about the strategies of coping and organizational changes.

Discussion

One purpose of this research was to define a model of the evolution of individuals’ emotional stages during a negatively-perceived organizational change process that will help explain the evolution of individuals’ behaviour patterns and how individuals’ relationships with their social environments (family, friends, co-workers, supervisor and organization) is affected. The starting point, the adapted Kübler-Ross model of stages of grief, was applied in this context because the model has already been used in previous studies of organizational change. The stages used in the field of medicine were always applied (e.g., Blau, 2008; Davey et al., 2013; Marks and Mirvis, 2001; Zell, 2003), so this study was designed specifically to verify the adaptability of the five stages of grief to the context of negatively-perceived organizational change. Although the literature defines some models of emotional stages during change processes (Liu and Perrewé, 2005), extant research does not focus on the feelings of loss that individuals experience during these processes (e.g., Rafferty and Griffin, 2006; Scheck and Kinicki, 2000). The Kübler-Ross model has been applied to loss processes (Worden, 1997) and was therefore adapted to organizational change processes.