Change Is A Crucial Phenomenon For Organizations Education Essay Example

to manage their emotions (such as anger, fear, happiness, and stress), leading to transformative relationships with colleagues, family members, and friends.

On the other hand, Linda Elder criticizes Goleman's approach by arguing that true intelligence involves developing rational thinking for improving our lives. She believes that determining whether an emotion is rational or irrational requires examining the underlying thoughts fueling that emotion rather than solely focusing on the emotion itself. Elder argues that Goleman underestimates the complexity of the brain's ability to generate groundbreaking ideas and intellectual accomplishments. She rejects non-cognitive intelligence conceptually and asserts that our knowledge shapes our thoughts and behaviors.According to Elder (1996), it is crucial for us to understand certain truths about the human mind in order to gain control over our thoughts. These truths include the inseparable link between thoughts and emotions, the coexistence of selfish and rational tendencies within us, and the intricate nature of our internal struggles. Elder also emphasizes that extensive education and self-discipline are necessary to gain self-control over our minds. Additionally, she asserts that intellectual growth relies on developing rational emotions and effectively managing the underlying thoughts behind our emotions. In summary, Elder maintains that both our thoughts and actions are influenced by selfishness as well as rationality, highlighting how cultivating rational thinking is essential in becoming morally unselfish individuals with strong intellects.

Both Goleman and Elder agree that feeling fear during a dangerous situation is natural; however, they stress not allowing fear to overpower critical thinking or hinder effective addressing of the danger at hand.

According to Michael Hammer, the most challenging aspect of change is its human element compared to technical or procedural aspects. He believes

this aspect is the most significant issue.

Warrilow S. argues that organizations struggle with change because they fail to consider its impact on those most affected by it. Neglecting the emotional impact of change is cited as the primary reason for 70% of major change endeavors' failure according to Warrilow S.During the change process, changes in structure, processes, or reengineering may occur without much consideration for their impact on people's emotions. Warrilow S. asserts that failure can also occur when the emotional energy associated with change is not addressed. Employees often resist change due to negative perceptions driven by fear and uncertainty. Research suggests that organizational change often triggers strong emotions, resulting in resistance. Additionally, employees who are emotionally attached to old ways may find it difficult to adapt to new processes, leading to resistance in behavior and productivity. Concerns about potential changes to salary, bonus, job, and role can create a sense of loss and emotional turmoil for individuals. It is important to acknowledge that the initiation and facilitation of change ultimately rely on the people within an organization; however, having a leader guide individuals through the process is crucial. The emotional aspect of change is frequently overlooked, resulting in failed initiatives. Simply managing change is not enough; people need guidance through it (Warrillow S., 2009). According to the Oxford dictionary's definition of "Transition period" (SARAH model), it refers to "the process of changing from one state or condition to another" (oxforddictionaries.com).Transition involves letting go of old routines, social identity, roles, status, money, and relationships (Warrilow S., 2009;Pg:23). The concept of the transition period was developed by Elizabeth Kubler-Ross in her book "On Death and

Dying" in 1969. This model describes the five stages of emotional and psychological response to impending death or serious health issues. The SARAH model (Rothstein M., 2010, Pg:42) and the Kubler Ross model (Warrilow S., 2009, Pg:19) both highlight the range of emotions individuals may experience during change. The SARAH model identifies shock, anger, resistance, acceptance, and hope as common reactions. The Kubler Ross model emphasizes compassionate leadership during the initial stages of change. Figure a on strategies-for-managing-change.com visually represents this emotional roller coaster. Leaders must prioritize addressing people's emotional well-being during change (Warrilow S., 2009 Pg:20). John Kotter also stresses that motivating individuals to change behavior requires appealing to their emotions (Warrilow S., 2009 Pg:20). Organizations must consider the emotional impact of any changes they make and provide guidance and support for effective implementation.The text emphasizes the importance of managing emotions and maintaining emotional control for individuals to be productive (Warrilow S.). It suggests that leaders should address fears during periods of change in order to help maintain emotional control (Warrilow S., 2009, Pg:19). Fowlie J. and Wood M. argue that emotional control and optimism are crucial during change and can be fostered through a sense of new hope and emotional connections with others (Frank, 1991, 1999 as cited in Deutschman, 2007) (Fowlie J. and Wood M., 2009). The text also highlights the need for leaders who possess emotional intelligence to handle people's emotions during change and guide them through the transition. Many organizational change models prioritize transactional leadership but overlook the difference between change and transition; change is what happens while transition is what people experience. Furthermore, the text discusses the inseparable relationship

between transformational leadership and change management. It quotes Napoleon Bonaparte who believes that those who have changed the world have done so by inspiring people rather than changing officials. Therefore, understanding the demand for leadership style in managing change is important.The text emphasizes the importance of emotional control, positive emotions, understanding transitions during change, and utilizing transformational leadership in managing change effectively. Leadership involves overseeing and guiding change, especially when there is a need to adapt to new circumstances. It is crucial to understand the concept of transformational leadership in managing this change. According to Herold et al. (2008), transformational leadership has a stronger correlation with followers' commitment to change compared to specific management practices, particularly when the change affects them personally. Additionally, Warrilow S. highlights the significance of having a program manager with a transformational leadership style who takes charge and takes ownership of the program for successful change management (Warrilow S., Pg:14). Eisenbach et al. argue that leaders who are transformative, charismatic, and visionary can effectively alter the status quo in their organizations by exhibiting appropriate behaviors at each stage of the transformation process (Eisenbach R., Watson K., & Pillai R., 1999). Transformational leaders possess the ability to handle emotions both their own and others', making them highly sought after for effectively managing people involved in change processes.A study conducted by Lugo M.V. (2007, Pg:102) found that there is a strong connection between emotional intelligence and transformational leadership skills. This supports previous research findings (Barling, Slater, & Kelloway, 2000; Dasborough & Ashkanasy, 2002; Gardner & Stough, 2002) which have also shown a direct relationship between emotional intelligence and transformational leadership abilities. Additionally, Barling,

Slater, and Kelloway demonstrated that emotional intelligence is positively correlated with the three components of transformational leadership: idealized influence, inspirational motivation, and individualized consideration.

The study further revealed that self-awareness was the strongest predictor of transformational leadership. Therefore it can be concluded that emotional intelligence plays a significant role in effective leadership.

In line with this idea, experts like Daniel Goleman emphasize the importance of leaders communicating messages that resonate with their followers' emotions and intentions to motivate specific actions (Warrilow S., 2009). Previous literature has also highlighted the importance of emotional intelligence in leadership and its role in managing change. Transformational leadership requires competences related to emotional management for initiating and implementing change.Focusing solely on processes and methods, without considering people's emotions when impacted by change, often leads to the failure of change initiatives. Success in implementing change relies on people effectively navigating through the process. When making changes, it is crucial to consider the emotions of those involved rather than solely focusing on methods or treatments. People often resist change when they feel emotionally attached to traditional processes and objects. However, overcoming this resistance requires emotional intelligence - the ability to control one's own emotions and understand others' feelings - and responding appropriately with the right emotions or behaviors. This underscores the significance of transformational leadership in managing change (Warrilow S., 2009). In order to effectively manage people's resistance to change, it is crucial to possess more than just managerial skills or leadership. The ability to handle complex and stressful situations with the appropriate emotions, or emotional intelligence, is required. This is why managing change emphasizes transformational leadership that includes emotional intelligence. Understanding the impact

of change on people's emotions and recognizing the significant role of emotional intelligence in managing those emotions are essential aspects of initiating and implementing change.In order to effectively address resistance and navigate through change, a change manager must possess emotional intelligence.