LDR 615 According to the textbook, people are more motivated when "they are shown a truth that influences their feelings" than they are by analysis

LDR 615 According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis

The impact of the organizational crisis on internal stakeholders and workers has received little attention. The fact that the scientists’ data is mostly text is a significant drawback in the current study. Furthermore, its textual data, which were based on interviews with stakeholders and victims, more than comprised the flaw. The researchers theoretically extend the literature in the area of organizational crisis but instead crisis management by looking at the emotional states and reactions of internal (instead than external) stakeholders to the corporate situation, whereas these verifiable propositions in this conceptual model have the potential to open up ample scope for creating an organizational crisis. The goal is to address this gap by analyzing senior managers’ impression management methods for managing their staff during organizational problems and the impact these strategies have on employees (Haughton, 2019). Individuals’ emotional states and behaviors (private and social) throughout situations were indicated by emerging trends in the data, including rage, fear, humiliation, despair, and shock. Furthermore, data showed two critical tensions (dispute) in managing employees during a crisis: upholding versus lowering standards and managers’ wishes against employees’ desires in how an organization handles a conflict. The foundational skill is a conceptual model that shows the connection between organizational crises, perceived competence, and emotion-driven employee words and behaviors based on these preliminary findings and utilizing practical event analysis and the theory of communal emotions as a frame.

Practical implications lead to the results demonstrating that ineffective impression management practices can intensify employees’ emotional expressions and reactions (both individual and shared purpose) during a conflict; as a necessary consequence, executives must help identify key employees’ emotions and responses to crises, as well as the adequate persuasive strategies for managing them. Managing employees’ emotions (individual and collective) during a problem will benefit from training that sharpens managers’ emotional intelligence (Dufour et al., 2017). Additionally, pre-crisis preparation should contain precise recommendations on recognizing and managing individual and collective employee emotions during a crisis. Top managers’ words and actions during a situation should be synchronized to encourage employee trust.

Dufour, L., Andiappan, M., & Banoun, A. (2017). The Impact of Emotions on Stakeholder Reactions to Organizational Wrongdoing. European Management Review, 16(3), 761–779. https://doi.org/10.1111/emre.12141

Haughton, G. (2019). Information and participation within environmental management. Environment and Urbanization, 11(2), 51–62. https://doi.org/10.1177/095624789901100206

I believe that statement above is a true statement when it comes to individuals performing and being motivated to perform at their highest level. The feelings of individuals and their actions influence how they want to perform and grow in specific situations. When it comes to change it is a natural feeling to be scared and unsure of what the change will do to a company specifically. As a leader, the sole responsibility is to reassure the employee’s that this change is going to be a positive impact on the company. It’s is always important to make sure that you are in communication with your team to ensure that during times of change they are all kept in the loop. This will allow you as a leader to listen to their feelings and address any concerns that your employees or stakeholders may have.

Laurie K. Lewis, An Organizational Stakeholder Model of Change Implementation Communication, Communication Theory, Volume 17, Issue 2, May 2007, Pages 176–204, https://doi.org/10.1111/j.1468-2885.2007.00291.x.

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS LDR 615 According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis:

Organizational vision and mission can provide sense of purpose and possibly establish the reason creation of an organization. It is important for organizations to have a vision and enthusiasm to be able to establish long- and short-term goals. Having a vision and enthusiasm also creates motivation among stakeholders.

LDR 615 According to the textbook, people are more motivated when they are shown a truth that influences their feelings than they are by analysis

Leaders trying to create change within an organization must have a great vision as part of their strategy. The leader’s focus is to create the vision that will be able to keep the audience engaged and excited. It is important that the vision incorporates the organizational values, so the stakeholders can understand and support. The vision also provides a strategic road that the organization should follow to achieve its goals. A leader’s role must be able to incorporate a sense of fairness, honesty, and humility.

Leaders must understand that change will be difficult, and stakeholders will be affected differently. That is why it is so important to encourage the stakeholders to take ownership in the change. Some stakeholders will be confused, scared, shocked, frustrated, or indifferent that is why it is extremely important for efficient and constant communication. Stakeholders need to feel that they are being involved and part of the decision making. Leaders must be able to manage change from the start of the planning process and involve the team in that process and by doing so it will create a huge impact on the organizational change.

References

Forbes. (2020). How To Smooth The Process Of Change In Organizations. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/02/12/how-to-smooth-the-process-of-change-in-organizations/?sh=1ed01d4cf516

Some people are affected or get excited by emotion. That is why it is so important for leaders to show their employees all the positive reasons to make the change and trigger their emotions. Some people get mentally stimulated by logic, but logic is not enough to be able to make the change possible. Organizations must be able to recognize that emotion “feelings” and logic work hand in hand. Even though logic can prove that making a change can be beneficial an employee’s response to change can be anything but logical. Employees find change scary because they worry about the unknown, it causes anxiety about job security, failing in their new role or losing control in their new environment. This is where the organization must be able to reprogram their employees by planning, providing honesty, self-reflections, enthusiasm, commitment, ownership, and constant communication to their stakeholders. The organization must find a way to foster the change in a manner that demonstrates the long-term success to all stakeholders when incorporating the change and touching on their emotions. Organizations must be able to address concerns about how the change is going to positively impact what they are doing, how it is being done and reduce the amount of resistance. By clarifying the vision of the new organizational culture will provide each stakeholder a sense of belonging and ownership in the organizational change. Both thinking and feeling are necessary and present in successful organizations.

References

Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people change their organizations. Harvard Business Review Press.

The Need for Change Management. (2015). Managementstudyguide.com. https://www.managementstudyguide.com/need-for-change-management.htm

Healthcare organizations have gone through a transformation in the last twenty years, improving efficacy and safety (Maijala et al., 2018). Successful implementation of organizational changes or growth is attributed to strong leadership and managerial skills. Although, at times, sometimes change is necessary to keep up with the current market, employees want to know why is it happening and how will it affect them? It is understandable why some people get a surge of emotions, and leadership must be able to address those feelings.

Reference:

Maijala, R., Eloranta, S., Reunanen, T., & Ikonen, T. S. (2018). Successful implementation of lean as a managerial principle in health care: A conceptual analysis from Systematic Literature Review. International Journal of Technology Assessment in Health Care, 34(2), 134–146. https://doi.org/10.1017/s0266462318000193

I found the above statement interesting because it embodies everything I believe that drives the human consciousness to perform at the highest levels. Emotions, feelings, and dreams appear to be cornerstones for ideas that inspire growth. With this thought process in mind, leaders should utilize the same approach to ease the concerns of their stakeholders, as they did when motivating their employees. The employees are just as, if not more, scared than other stakeholders, such as shareholders, etc., and will be some of the hardest to convince that the feelings conveyed are also well thought out.

An article titled “An Organizational Stakeholder Model of Change Implementation Communication” discusses the importance of implementing communication strategies to address stakeholder concerns etc., while looking at three key factors, fidelity, uniformity, and authenticity of the message (Lewis, 2007).

Reference

Very interesting post, and very correct emotions are what drives us all. Emotions are what our beliefs, culture and inspiration come from. As you stated if leaders enable stakeholders to feel the emotion and utilize these to inspire growth the process would be helpful in motivating the employees. I agree that employees are sacred yes, I would actually include them as a stakeholder as they are the ones that will drive the change. If an employee is made to be a stakeholder of feel part of the team this will create ownership and increase participation and success. When a change is based in feelings if handled well it can be very successful but is handled poorly it will be chaotic (Kotter & Cohen, 2002). Channeling one’s own feelings as well as others is a skill set leaders should all utilize.

Great post

Kotter, J. P., & Cohen, D. S. (2002). The heart of change real-life stories of how people change their organizations [e-book]. Harvard Business Review Press . https://doi.org/https://bibliu.com/app/#/view/books/9781422187340/epub/OEBPS/Text/02_Title_Pa.html#

Change can cause many emotions that can influence the individuals’ personal feelings such as anxiety, feeling of personal loss, worrisome about meeting new expectations, fear, grief, enthusiasm, anger, confusion, loneliness, sadness, and numbness (Edmondson, 2014). According to Global (2021) “when people within an organization are required to change, it is common for them to emotionally identify with the current state”. Dr. Kubler-Ross states there are seven emotional phases consisting of immobilization, denial, anger, depression, negotiation, exploration, and acceptance that stakeholders go through during change and that helps with acceptance and adoption (Global, 2021). Each of these emotional phases involves acceptance and adaption throughout the change process.

It is important when putting together an effective team to search out individuals with appropriate skills, leadership capacity, organizational credibility, and a leader that is capable of handling specific change within the organization (Kotter & Cohen, 2002). According to Smallwood et al., (2007) it is essential that leaders deliver/provide results of change to stakeholders and the leaders five key stakeholders consist of employees, customers, communities, investors, and regulators. It is essential for the stakeholder to feel trust within the organization especially from their leader. It is the leaders responsibly to drive the change and take initiative with concerns and confront issues as they arise for the stakeholders to feel valued and trusted within their organization (Kotter & Cohen, 2002). When leaders are building their team, they need to assess what is working, what is not working, what is driving the change, and how the change will impact stakeholders (Kotter & Cohen, 2002). By the leader showing enthusiasm, commitment, trust, motivation, and positive energy vibes these will all reflect within the stakeholders’ feelings of trust and security within their organization.

References

Edmondson, R. (2014). 7 emotions of change. https://ronedmondson.com/2014/07/7-emotions-of-change.html

Global, L. (2021). The 7 emotional phases employees go through during change. https://insights.lamarsh.com/the-7-emotional-phases-employees-go-through-during-change

Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people change their organizations. Harvard Business Review Press.

Smallwood, N., Sweetman, K., Ulrich D. (2007). A leader’s five key stakeholders. Harvard Business Review. https://hbr.org/2007/11/a-leaders-five-key-stakeholder

LDR 615 According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis