Preface:
Strategic change brings with it a bagful of emotions that shape how employees respond. What makes it challenging is that these emotions are not static, rather dynamic both at an individual and collective level. Ignoring it, is fraught will danger, as it has the propensity to derail the entire change.
Managing Collective emotions requires leaders to have an “emotional aperture”, a sort of a ‘night cycle vision’ that allows them to sense and understand the collective emotions of the group. It involves understanding not just individual emotions but also collective emotions. Metaphorically, night vision can be linked to the capacity for clarity and foresight during times of uncertainty, ambiguity, or darkness.
‘Collective Emotions’ is the red thread of change
Collective emotions, whether positive or negative, can significantly influence the success of change initiatives. Positive emotions like hope and excitement can foster collaboration driving collective action towards the change goals. On the other hand, negative emotions such as fear, anxiety, or resistance can create friction and hinder progress. Understanding and managing these collective emotions is crucial, as they shape the group’s overall response to change.
The Role of Leaders during Strategic Change
Leaders play a pivotal role during strategic change, guiding their teams and organisation through uncertainty. This is where developing “emotional aperture” becomes crucial. Leaders with a well-developed emotional aperture not only drive the change process but also create a more emotionally resilient organization, enabling a smoother and more successful transformation.
Why is spotting collective emotions so hard
Spotting collective emotions is more challenging than understanding individual emotions due to several factors:
- Emotions are dynamic and not static: In a group, people often react differently to the same situation, and emotions can vary from enthusiasm to fear within the same room. Further, the emotions are not static and the dynamic nature of change, makes emotions of individuals and groups also dynamic.
- Hidden Emotions: Individuals tend to mask their true feelings in group settings, as a way of projection and prefer to discuss in small group settings. As a result, collective emotions may not always be openly expressed, requiring leaders to look for subtle cues.
- Complex Group Dynamics: Emotions are often influenced by internal dynamics such as hierarchy, team cohesion, and trust with manager. These dynamics can cloud the true emotional state of the group, making it harder to gauge collective feelings accurately.
“Collective emotions are the unseen force in strategic change—when harnessed, they become the momentum that drives transformation; when ignored, they become the resistance that stalls progress. “
What can leaders do to understand Collective emotions
- Regular Check-Ins: Regularly asking teams how they are feeling about the change is a good way to stay on top of emotions. These can be informal conversations, team huddles, or anonymous surveys. Listening actively to concerns, hopes, and feedback is also useful.
- Observe Group Dynamics: Paying attention to non-verbal cues such as body language, energy levels are subtle signs that indicate how the team is processing the change.
- Open Communication Channels: Creating safe spaces for employees to share their feelings—either through team forums, feedback loops, or one-on-one check-ins increases the level of transparency and encourages openness.
- Offering support resources: Workshops, coaching and/or counseling are useful ways to help employees manage stress and uncertainty. Encouraging peer-peer networks is again an excellent way to promote a psychologically safe space for emotions to be shared.
- Celebrate Small Wins: It is very important to celebrate early wins, however small. This can shift the emotional climate towards hope and excitement, helping counteract negativity and anxiety in the system.
Conclusion:
In summary, collective emotions is the red thread that binds the sustainability and success of change. Leaders must pay more attention to this critical aspect and develop a night cycle vision to see beyond what is immediately visible on the surface.
Srikanth is the founder of Vruddhi India, a management consulting firm focused on Change leadership practices. We specialize in guiding companies through the complexities of change in a way that is uniquely personal and customized. You can email me at srikanth.pv@vruddhiindia.com for more information.