2.2.1. Emotions and uncertainty

While earlier literature focuses on the description of change processes, the timing and the different steps, more recent research puts emotions and feelings at the core. Interestingly, J. Kotter arrived at a similar conclusion when updating his initial research in cooperation with D. Cohen with another publication in 2002.⁸

“The single most important message in this book is very simple. People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.”

“Our main finding, put simply, is that the central issue is never strategy, structure, culture, or systems. All those elements, and others, are important. But the core of the matter is always about changing the behaviour of people, and behaviour change happens mostly by speaking to people`s feelings”.

A key concept that leads to emotions of fear and anxiety is uncertainty. Uncertainty has been identified as a major consequence of change for employees. A recent research distinguished three types of uncertainty during change typically experienced by employees:⁹

• Strategic uncertainty: Employees experience uncertainty regarding the rationale for change and the future direction of their organisation. This is particularly relevant during the initial stage of change when employees first hear about the change, and is typically reduced once the change process is further advanced and more information becomes available.
• Implementation uncertainty: This form of uncertainty is focused on the implementation of proposed changes, on how the change will affect the inner structure of the organisation, staffing levels, and the quality of services. It is most prominent once the change is already underway.
• Job-related uncertainty: This is reportedly the most commonly felt uncertainty which relates to issues such as work load, job role and job security. Employees want to know what exactly the change means for their individual job and responsibilities. It is experienced throughout the implementation of the change process. A particular change may be about power and control, whose access to resources will be enlarged or reduced, who can stay and who has to go, questions of personal interests and career aspirations.

In such situations, people as themselves the following questions:

• What is in this change for me?
• What will I have to give up?
• Will I get credit for past achievements?
• Will I be able to do what is expected from me in the new job?
• How does this affect my career prospects?
• Do I have the skills to make this change?

⁸ Kotter, J. P, Cohen D.: The Heart of Change, Boston USA 2002, p. 1
⁹ See Allen.J, Jimmieson.N et al.: Uncertainty during Organizational Change: Managing perceptions through communication, in Journal of Change Management, Vol 7, June 2007, No 2, pp 187 - 210