ABSTRACT
Focusing on cognitive elements only has not been successful in bringing about effective change. A rebalance is now required. Both emotion and cognition are essential elements for change as they are interdependent on each other. Effective change requires both emotional and cognitive readiness for change. The nature of emotion and how it impacts reasoning are explored. Emotion was once considered a problem, going against good judgement but is now acknowledged as a vital component of action. Emotional labour is examined. The nature of caring already takes an emotional toll on health care professionals and change creates an additional emotional burden which requires serious consideration in change management. Change within organisations impacts the individual physically, emotionally, psychologically and financially, often in a negative way. This situation is not conducive to successful change and may lead to resistance to change. The way in which change agents acknowledge emotion can benefit or stifle change. Understanding and acknowledging the emotions of the workforce who will have to enact change can support positive and sustained change. Change agents taking a negative view of human nature may blame employee resistance for a failure of change, rather than considering emotion as an aspect of effective change management.
