The various means by which organisations control or avoid emotion

The purpose of this paper is to examine, from the perspective of change recipients, how organisational change shapes emotional responses and the typical ways in which organisations respond to emotionality. Through the influence of change strategists' role and role obligations, interpersonal influence, and use and abuse of power, organisations seek to control or avoid emotion. The final section of the paper explores the implications of these issues for management of change and offers change leaders alternative paths to dealing with emotional responses during times of organisational change.