Based on a three-year field study of a large firm's attempt at radical change, Professor Quy Nguyen Huy shows how middle managers displayed two main emotion-management patterns that facilitated beneficial adaptation of change - emotionally committing to change projects and attending to recipients' emotions. The use of both patters, although seemingly opposite, struck an effective process of emotional balancing and facilitated organizational adaptation. Read more about his model of emotional balancing and the key role of middle managers in successful radical change.