Jeanie Duck

When an organization embarks on a change of any magnitude, its leaders tend to think that they are facing a series of operational tasks that will, if executed successfully, result in a new state of being. They don’t realize that they will also have to face an onslaught of emotions and human dynamics. I have come to understand that emotions truly are data and have just as much relevance as data on sales, profits, or any other “tangible” aspect of organizational performance. I also believe that it is possible to address emotional data with rigor and rationality—to identify and define emotions, analyze how they affect performance, and develop strategies and tactics to address them. Not only is it possible to gather and address the emotional data, it is imperative.

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