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Learning by Listening: Emotional Reflexivity and Organizational Change in Childcare

In: Emotionalizing Organizations and Organizing Emotions

Author

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  • Debra King

Abstract

Organizational change, particularly radical change, can trigger an array of emotional and cognitive responses from employees that will influence whether or not the implementation process will be successful (Ashford 1988; George/Jones 2001). In response, many organizations are taking an active role in managing the emotions associated with such change (e.g. Garrety et al. 2003). Where the kind of change proposed requires a fundamental shift from employees in the emotional culture and their emotion skills, organizational leadership needs to tread carefully through ‘sensitive territory’ (Fineman 2003: 130).

Suggested Citation

  • Debra King, 2010. "Learning by Listening: Emotional Reflexivity and Organizational Change in Childcare," Palgrave Macmillan Books, in: Barbara Sieben & Åsa Wettergren (ed.), Emotionalizing Organizations and Organizing Emotions, chapter 11, pages 230-250, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-28989-5_12
    DOI: 10.1057/9780230289895_12
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    Cited by:

    1. Olson, Rebecca E. & Smith, Alexandra & Good, Phillip & Neate, Emily & Hughes, Cody & Hardy, Janet, 2021. "Emotionally reflexive labour in end-of-life communication," Social Science & Medicine, Elsevier, vol. 291(C).

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