Organizational Communication Commons^™

The Emotions Of Change: A Case Study, Kerri S. Kearny, Kayla D. Siegman

Organization Management Journal

The purpose of this article is to report on a specific team intervention, a rapidly constructed response to a request for help with a situation that was believed by the chief executive officer (CEO) to have reached a crisis stage. The effort was, of necessity, “on the fly,” and the roles of consultant, participant, researcher, and collaborator were blurred and evolving as answers to the immediate problem were sought. This article presents and reflects on four tools used as a part of the intensive work with the emotional aspects of the team’s experiences of revolutionary organizational change. In extended follow-up …