Recognize the emotional climate and lead change more effectively.

Although human factors are increasingly taken into account in various organizational change situations, there is still one area that is often left out of systematic examination: the emotions caused by change. Emotions are a central part of human experience and inevitably guide our actions, affecting decision-making, cooperation, and attitudes - whether we want it or not. Therefore, it is important how emotions are recognized and addressed as part of change.

How do emotions relate to change?

Think about significant events in your own life. You may not remember every detail, but you probably remember how those events made you feel. The same principle applies to organizational changes. The process may fade from memory over time, but the emotions experienced by individuals during the change tend to leave a lasting impact. Emotions have a significant ability to imprint on our minds, shaping our perceptions, attitudes, and actions long after the change has occurred.

The emotions experienced during an organizational change are not only significant for that particular change, but they also directly affect future changes.

Positive emotions contribute to the success of change. On the other hand, negative emotions may lead to resistance. If the predominant emotions from the previous change were anxiety and fear, these emotions are more likely to arise first in connection with the next change. It is therefore not insignificant how emotions are taken into account in change situations.

It is natural to feel different emotions during times of change. Emotions can also be very conflicting on an individual level. Behind many negative emotions are concerns, but also pure misunderstandings. However, the goal should be for positive emotions to prevail as both individuals and the organization progress through the change.

By recognizing and addressing the emotional reactions of team members, not only do we create a more empathetic work environment, but we also reduce the risk of failure in change.

Why do feelings matter?

Imagine two scenarios. In one, emotions are reacted to, concerns are alleviated, and misunderstandings are corrected. In the other, emotions are not reacted to at all. It is clear which scenario is more likely to succeed in bringing about change.

Managing emotions is not "softness", if someone still wants to think so today. On the contrary. Managing emotions is an essential part of modern change management strategies, where human factors are systematically taken into account and their impact on productivity is understood. Every successful change serves as a stepping stone for the next success. This creates a cycle that ultimately saves time, resources - and yes, money.

In the end, taking emotions into account is about maximizing the ROI of change projects in current and future changes.

How are emotions managed?

Emotions themselves cannot be controlled, but the underlying factors behind them can. The most important thing is to understand that emotions always have a reason. They are individual consequences of actual events in the present or past. When these reasons are understood, efforts can be made to act in a way that gives the best chance for successful change.

For example, if the management is excited about the reforms, but the staff is still burdened by the change negotiations from a year ago, it may be necessary to slow down the pace. If a certain unit seems particularly motivated, it is worth piloting the change more boldly with them. If the change does not evoke any emotions, it is worth turning the focus to the project's communication - and also to wake up and examine the level of staff commitment.

Recognizing emotions is thus the first step towards effective action. When change management measures are adapted to the prevailing emotional climate, it is possible...

• Make more impactful communicationWhen the message is formatted taking into account the recipients' emotional state, it is more likely to build a basic trust that the change is made purposefully and as well as possible.
  
  
• Offer the right kind of support.By examining the root causes of hours, it is possible to identify whether, for example, more communication, help with coping, or even more influence is needed.
  
  
• Target support correctlyWhen it is recognized how emotions and needs may vary in different parts of the organization, the resources and support for change management can be targeted more effectively.
  
  
• Lead better in everyday life.Understanding the emotional climate helps supervisors to adapt their own interaction.

Emotions are managed by identifying the emotional climate and acting in a situation-appropriate manner. If these measures are successful, they either strengthen or correct the emotional climate in a direction favorable for change.

The five emotional climates of change

Next, I will introduce five typical emotional climates that describe the states that an individual, team, and entire organization can experience. They are based on the emotional model of American psychologist James Russell.threat and uncertainty,confidence and optimism,enthusiasm and motivationandanxiety and passivityThe fifth emotional climate is a mixture of these, where the experienced emotions are conflicting. According to the original model, a person does not feel strongly conflicting emotions at the same time, but based on my experiences, I have noticed that during organizational change, the experienced emotions can be very conflicting.

1. Threat and uncertainty

Threat and uncertainty as the prevailing emotional climate refers to the fact that many people experience strong negative emotions, such as fear and anger. These reactions are caused by several factors, such as disappointment, uncertainty about change, and disruption of familiar routines. Overall, fear of the unknown future contributes to these emotions. The long-term presence of threat and uncertainty poses a significant challenge to the success of change.

It is important to respond to these emotions with empathy and understanding. Such emotions are natural in times of change and do not necessarily indicate long-term resistance to change. The key is to genuinely listen to employees' concerns and support them in processing these emotions.

2. Confidence and optimism

Confidence and optimism as the prevailing emotional climate refers to the fact that many people experience positive emotions, such as satisfaction and relief. These feelings usually arise from understanding the connection between personal goals and change, seeing positive results from the change for oneself, and realizing that change can lead to personal and professional growth.

Communication that emphasizes the positive impact of change on the organization and individuals also affects these emotions. When trust and optimism prevail, the success of the change is more likely. Encouragement is essential in strengthening these emotions. An atmosphere where enthusiasm is fueled by recognition and appreciation reinforces positive feelings. Leaders and change managers should encourage employees to trust in their own abilities and to be proactive.

3. Enthusiasm and motivation

Enthusiasm and motivation as the prevailing emotional climate indicate that many people experience strong positive emotions, such as inspiration and empowerment. These emotions are usually born from a strong connection between personal values and goals for change, belief in the opportunities for growth and development that change offers, and the experience that their contribution has a meaningful impact on the success of the organization.

When enthusiasm and motivation prevail, the success of change is very likely. As the prevailing emotional climate is one of enthusiasm and motivation, it is essential to focus on maintaining this positive situation. Maintenance is particularly promoted by conveying feelings of appreciation and trust. It is especially important to strive to ensure that the positive energy is channeled towards the right things for the sake of change.

4. Anxiety and passivity

Anxiety and passivity as the prevailing emotional climate indicate that many people experience some negative emotions, such as sadness, frustration, and a feeling of helplessness. These emotions typically arise from the loss of a familiar and comfortable routine, uncertainty about one's ability to succeed in a new environment, the overwhelming nature of new processes and expectations, and a sense of isolation from colleagues and established networks. The experience of not having control over the change and a feeling of powerlessness in influencing it can also contribute

When stress and passivity dominate, the success of change can be seriously jeopardized. It is important to respond to these feelings by adopting a supportive and helpful attitude. Leaders and change managers must be patient and approachable. The reasons for employees' anxiety and frustration should be identified and efforts should be made to provide encouragement and support in relation to them.

5. Mixture

The prevailing emotional climate can also be a mixture of different emotional climates. Some team members may struggle with fear and uncertainty, while others exude enthusiasm and motivation. Conflicting emotions can also be experienced at an individual level. This can affect the success of change, as different emotions can lead to inconsistent attitudes, actions, and levels of commitment.

This situation requires a flexible approach. It is essential to strive for a balanced support of both positive emotions and to offer empathetic and understanding support to alleviate negative emotions. It is important to identify the current situation, group or individual's emotional state and adapt communication and actions accordingly.

Change is possible by recognizing emotions

The importance of emotions in change management has been recognized for a long time, but the discussion often boils down to breaking through vague "resistance to change" or dividing emotions into feeling good or feeling bad. However, there are different emotional climates, and they often change quickly over time and may vary between different groups within the organization. Therefore,social skillsThe emphasis is on change management. From the organization's perspective, emotional skills can be roughly divided into two main factors:

1. Everyone's ability to recognize their own emotions
2. The ability of leaders and management to recognize and consider the emotions of others and guide them.

ankkeen If there are no tools for promoting these emotional skills, it is difficult to plan effective measures for the change project. Guiding the project.You can quickly use easy-to-use tools at any stage of the change project. Our customers have been impressed by how quickly and efficiently they have identified hidden human risks - and most importantly, have been able to address them in time.

If you would like to chat informally about your organization's change management strategy or if you have a specific need for supporting a change, we are happy to brainstorm together. Feel free to contact us.,So let's take the change in control together.