Organisational wellness: Human reaction to change
Organisational change has become inevitable. Although modernity is characterised by change, humans struggle with change as the future becomes increasingly unpredictable. The extended disorder that has become the norm can cause a sense of loss as well as anxiety for individuals, organisations and soc...
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doaj-8c83fa9542434cb59d1092e706bebbff2021-02-02T00:25:38ZengAOSISSouth African Journal of Business Management2078-55852078-59762018-06-01491e1e1010.4102/sajbm.v49i1.2182Organisational wellness: Human reaction to changeTonja Blom0Graduate School of Business Leadership, University of South AfricaOrganisational change has become inevitable. Although modernity is characterised by change, humans struggle with change as the future becomes increasingly unpredictable. The extended disorder that has become the norm can cause a sense of loss as well as anxiety for individuals, organisations and society. Unrelieved stress becomes perpetual and will undeniably influence organisational change efforts negatively. Thus, the impact of fear, anxiety and stress at an individual and organisational level is accentuated. This study followed a qualitative research approach and adopted a grounded theory methodology. Negative emotions dominated the research data which further indicated that individuals find it difficult to engage with change in a meaningful manner as fear, anxiety and stress dominate. Thus, human reactions to change are discussed, as the organisational challenge seems to be how to find workable methods to reduce fear, anxiety and stress. Else it may become persistent, intense, chronic or recurring. Real-life stresses may then further hamper individual functioning. The researcher conceptualises the anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increase individuals’ fear, anxiety and stress levels. Emotions elicited by the anti-leader or anti-manager could potentially split, divide and fragment a workforce.https://sajbm.org/index.php/sajbm/article/view/2coherencehuman reaction to changeleadershiporganisational changestress |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Tonja Blom |
spellingShingle |
Tonja Blom Organisational wellness: Human reaction to change South African Journal of Business Management coherence human reaction to change leadership organisational change stress |
author_facet |
Tonja Blom |
author_sort |
Tonja Blom |
title |
Organisational wellness: Human reaction to change |
title_short |
Organisational wellness: Human reaction to change |
title_full |
Organisational wellness: Human reaction to change |
title_fullStr |
Organisational wellness: Human reaction to change |
title_full_unstemmed |
Organisational wellness: Human reaction to change |
title_sort |
organisational wellness: human reaction to change |
publisher |
AOSIS |
series |
South African Journal of Business Management |
issn |
2078-5585 2078-5976 |
publishDate |
2018-06-01 |
description |
Organisational change has become inevitable. Although modernity is characterised by change, humans struggle with change as the future becomes increasingly unpredictable. The extended disorder that has become the norm can cause a sense of loss as well as anxiety for individuals, organisations and society.
Unrelieved stress becomes perpetual and will undeniably influence organisational change efforts negatively. Thus, the impact of fear, anxiety and stress at an individual and organisational level is accentuated.
This study followed a qualitative research approach and adopted a grounded theory methodology. Negative emotions dominated the research data which further indicated that individuals find it difficult to engage with change in a meaningful manner as fear, anxiety and stress dominate.
Thus, human reactions to change are discussed, as the organisational challenge seems to be how to find workable methods to reduce fear, anxiety and stress. Else it may become persistent, intense, chronic or recurring. Real-life stresses may then further hamper individual functioning.
The researcher conceptualises the anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increase individuals’ fear, anxiety and stress levels. Emotions elicited by the anti-leader or anti-manager could potentially split, divide and fragment a workforce. |
topic |
coherence human reaction to change leadership organisational change stress |
url |
https://sajbm.org/index.php/sajbm/article/view/2 |
work_keys_str_mv |
AT tonjablom organisationalwellnesshumanreactiontochange |
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