Change is a permanent feature of organisations. In organisations, change is typically focused on structures and practices, and it is claimed that there are more failed change processes than successful ones. However, at the heart of change is always the person. Change generates uncertainty and fear, but also enthusiasm and hope. The impact of change on well-being at work can be ambiguous and the key question for well-being at work is how change is perceived and managed: is it seen as a threat or an opportunity?
Text by Liisa Mäkelä
Managing emotions as part of change
People’s attitudes, actions and the emotions that drive them play a key role in how change processes unfold. Individuals and teams react to change in different ways, depending on their personal resources and the support structures of the work community. Research shows that paying attention to emotions is an important factor in successful change. Change often involves an emotional process that has even been compared to bereavement. In this case, the abandonment of old ways of doing things is accompanied by an experience of loss, which can lead to denial, disbelief and even anger. As the process moves into a neutral phase, the range of emotions begins to widen and new things are identified and tried. Through the neutral phase, a new phase opens up and new practices become part of established practices. Change can thus be seen as a process of gradually moving from loss to new beginnings and the shaping of the new into established practices.
Recognising and managing emotions and related processes are critical to maintaining well-being at work. It is also worth noting that, even within the same work community, individuals may be at very different stages of an emotional process related to change. This may be due to individual, personality-related differences, but also, for example, to differences in the timing of information reception. Emotions have a direct impact on employees’ commitment and readiness to adapt to change. Managers and front-line staff play an important role in channelling emotions in a constructive way. This can be done by supporting open dialogue, promoting psychological safety and providing space for dealing with emotions related to change.
Stronger than ever towards change
Resilience is the ability to overcome adversity and bounce back – sometimes even stronger. Resilience has also been described as a dynamic process in which teams not only “bounce back” from difficulties, but also “bounce beyond” – i.e. instead of coping flexibly, they are even able to renew themselves in the face of difficulties. Resilience is strengthened when teams learn to deal with uncertainty together, to use stress constructively and to be bold in embarking on new experiments.
Successful change management always requires taking people into account and giving them the opportunity for genuine participation and influence. During change, well-being can also be promoted by supporting employees in stress management strategies, for example, helping them to identify where stress comes from and to look at the change situation objectively and from multiple perspectives. In a psychologically safe working environment, employees can share their feelings and thoughts without fear of negative consequences – even in the midst of change.
Leading change is key
In summary, change has a twofold effect on well-being at work: it can either strengthen or weaken it. The outcome depends on how the change is managed and how the members of the organisation support each other during the process. Building resilience at individual and team level, managing emotions and learning stress management skills can help to see change as an opportunity rather than a threat. It is important to see change as an opportunity to learn and grow – both as individuals and as teams.
Author:
Liisa Mäkelä is Professor of Human Resource Management and works in the Human Resource Management Research Group at the University of Vaasa. Her research interests include well-being at work and leadership in different contexts.
