Another look at the role of emotion in the organizational change: A process model

The paper proposes a cognitive–emotional model of organizational change. It is argued that employees' emotions go through four sequential but distinguishable stages in the organizational change process. In the first stage, primary appraisal induces emotions that are high in arousal, mixed in hedonic tones, and are anticipatory. In the second stage, the mixed emotional experiences give way to either positive or negative emotions as a result of the secondary appraisal. The emotional experience then affects employees' coping behaviors in the third stage. In the forth stage, discrete emotions that are evaluative and have distinct action tendencies are induced. Given this changing nature of employees' emotional experiences during the organizational change process, and considering emotions' influence on individuals' attitudes and behaviors, it is suggested that change agents adjust the timing and content of the information communicated in order to promote employee acceptance to change. Implications of this conceptualization are discussed, as are directions for future research.