Managing the emotional experience of organisational change

<p>The experience of change brings with it contradictions and it is fair to say that the human</p> <p>relationship with change is a tumultuous one. Humans crave stability, security and a</p> <p>certain predictability and the word 'change' in itself can induce anxiety (Clarkson, 1995).</p> <p>Fineman (1993: 220) goes so far as to suggest that "change can touch some of the most</p> <p>enduring concerns of human beings". Yet, paradoxically, our survival as a species results</p> <p>from our adaptability and flexibility (Fineman & Mangham, 1987). So, how is this paradox</p> <p>experienced? Eby ef al. (2000) consider the role of chaos theory in explaining how</p> <p>change can be normalised and that order and change should be accepted as coexisting</p> <p>realities. The challenge is to balance the needs for order and chaos to ensure the best</p> <p>outcome at the level of the individual and wider society. This is also true for change at the</p> <p>organisational level which presents further challenges.</p>