Abstract
Current research shows the role of emotions during change but lacks interpretive
approach to study the way emotional meanings are assigned as situation emerge
and unfold during transformational change. This study aims to explore the way
various organizational actors give meaning to their emotions in relation to
emergent situations generating various actions and reactions in one of the
medical teaching institute in Peshawar. Unlike extant research, this study
investigates emotions during radical and transformational change by
(re)conceptualizing public sector reforms as a dynamic, processual,
multidimensional, complex, and longitudinal change process. It also
demonstrates the way interpretations and subsequent emotional experiences are
shaped by previous failed change. This paper uses a qualitative research method
with a social constructionist approach and defines emotions in a specific situated
relational context. Data has been collected through twenty-two in depth semi
structured narrative interviews from various organizational actors. A thematic
narrative analysis has been performed on the entire corpus to see common
patterns of emotions in specific context in individual narratives. Findings show
that strong and mixed emotions – frustration, anger, fear, hopelessness, mistrust,
and hope were produced when the employees felt threatened about their vested
interests and experienced sadness, bewilderment, disappointment, feeling
inferior when they felt excluded and marginalized during the change process.
Theoretically, this study contributes to the current literature by exploring
dynamic emotions during radical transformational change process and
demonstrates the lens of emotions as a ‘resource’ to understand the microprocesses involved during the change process since it highlights main issues at
stake. Moreover, it (re)conceptualizes public reforms as a change process, which
helps to understand the human aspect in the change process. This study has
utility for change managers to understand sensitive issues and subsequent
emotions for designing appropriate strategies for effective change management.
Muhammad Ishtiaq Khan, Humera Manzoor, Mehboob ur Rashid. (2018) Exploring the Dynamic Emotive Experience During Transformational Change in Health Care Organization: A Case of a Medical Teaching Institute in Peshawar, Pakistan, Abasyn Journal of Social Sciences, Volume-11, Issue-2.
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