Emotional Aperture and Emotional Sequencing

Abstract

Failure to recognize and regulate agitated organizational members' emotions triggered by strategic change can undermine a firm's performance. Organizational processes that detect, recognize, and respond appropriately to members' emotional responses are likely to enhance their receptivity to the change and facilitate strategic renewal. We develop a theory posited to improve members' receptivity to strategic change by introducing two novel concepts: emotional aperture and emotional sequencing. Emotional aperture involves the ability to recognize patterns in the distribution of specific emotions in groups and thus complements and extends emotional intelligence abilities focused on recognizing individual emotional expressions. Emotional sequencing involves attending to patterns of emotions, detected through emotional aperture, in a way that integrates the temporal dimensions that underlie members' affective experiences during strategic change. Employing these two concepts, leaders can facilitate strategic renewal in their organizations.