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About this book

This book shows an innovative way for managers to gain a better understanding of emotions in teams and organizational units and thus positively influence agile development in the context of digital transformation of companies.

Digitalization does not just lead to technical changes. It dramatically changes the way employees work with each other as well as how executives play their roles. In an agile working environment, middle management in particular loses power, influence, and relevance, and customer relationships are subject to greater affectivity. The result is an increased emotionalization of the actors, which should be recognized and understood prior to designing the emotional landscape of the organization and to developing and implementing successful business models. The author introduces various conventional and AI-based instruments based on current research for handling emotions, supported by practical concepts.

Table of Contents

Frontmatter

1. Digital Leadership in the Agile World and the Present of Change Management

Abstract
Globalization, digitalization, demographic changes, and the convergence of technology and culture of the new millennium to the concept of “Future of Work” will force many organizations to make radical changes. The familiar methods of traditional change management are suitable for implementing these massive changes only to a limited extent. Uncertainty about how to react to this problem leads to frustration and sheer fear or to boundless optimism and euphoria. Emotions just as much as the general emotionalization of customer relationships by the platform economy must be taken into account in the internal company context. Agile change is becoming the new paradigm of digital transformation. What will be required and demanded of digital leaders in the future will differ drastically from the traditional job profiles of managers of the past.
Martin Kupiek

2. What We (Can and Should) Know About Emotions Today

Abstract
In this chapter, the current state of emotion research is presented, and a classification of the different views on the question “What is emotion” is attempted. This chapter explains that it is important to have a differentiated view of emotions in order to be able to select an appropriate and effective intervention strategy. Based on a three-part division of emotion research into feeling, motivational, and appraisal theories, a discussion of emotion against the background of humanities research follows. Bio-constructivism, as the basis for explaining how emotion arises in humans, clarifies the connection between biological factors and socialization. Central aspects in this process, such as the importance of language and the social function of emotion, are discussed in detail so that the relevance of emotion in agile change management can be examined.
Martin Kupiek

3. Emotions and Organizational Culture

Abstract
Organizational culture is the sum of all conscious and unconscious elements that are experienced as a rule or norm in companies. An overview of three conceptualizations of organization culture by Schein, Müller, and LaLoux illustrate different views and the relevance of culture in the context of digital transformation. The interdependence of culture and change management is explained in a description and explanation of the role of emotions and the corresponding culture-related “display rules.” Finally, concepts relevant to designing and changing organizational culture, including emotion, will be provided. The central insight is that emotions within and between teams or groups motivate people to perform certain activities that relate to specific situations in the group.
Martin Kupiek

4. Emotions and Agile Change

Abstract
The emotions involved in change projects have long been considered in one form or another. As early as 1948, a first study was presented that focused on the emotions of workers during the introduction of new production methods. This chapter provides an overview of the development of change management concepts such as planned vs. emergent change and change readiness. Recent developments are analyzed with regard to the consideration of emotions in change processes and evaluated against the background of the agile change paradigm.
Martin Kupiek

5. Concepts and Instruments for Dealing with Emotions

Abstract
The number of instruments used in change management seems limitless. However, dealing with emotion is only implicitly addressed, often with only a shortened or inadequate presentation of emotion theories. Instruments for professionally handling emotion in groups and teams at an organization include narratives, graphic novels, the core affect model, and the development and improvement of linguistic competence in the expression of emotion. The simultaneous representation of cognition and emotion over time is reflected in the COMO model. The final part of this presentation of analog instruments is an overview of possible applications of mindfulness concepts. The concepts are accompanied by short, pragmatic exercises. The presentation of AI-based emotion recognition instruments, including a discussion of the technical and ethical challenges involved, concludes the chapter.
Martin Kupiek

6. Conclusion

Abstract
The world is changing, and new challenges such as the emotion economy require new answers. The performance of managers is tested by new demands on technical and social competence. Agile change, the active management of organizational culture and reflection on one’s own emotions and those of one’s employees, requires an innovative set of instruments and a great willingness to perform tasks among managers. Analog instruments have an advantage over AI-based emotion recognition applications since issues related to the theoretical foundation, data protection, and technical problems with the latter are still largely unresolved.
Martin Kupiek
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