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When Hot and Cold Collide in Radical Change Processes: Lessons from Community Development

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  • C. Marlene Fiol

    (Graduate School of Business, University of Colorado at Denver, P.O. Box 173364, Denver, Colorado 80217-3364)

  • Edward J. O'Connor

    (Graduate School of Business, University of Colorado at Denver, P.O. Box 173364, Denver, Colorado 80217-3364)

Abstract

A group's tendency to protect its identity often inhibits it from initiating radical change. For this reason, external interventions are typically needed to engage a group in reexamining and moving beyond its current identity. If threatened by these external interventions, however, identity beliefs can become emotionally heated and resistant to the cognitively rational efforts of outsiders. At the same time, the insider group's emotional energy is essential to mobilize and sustain radical change. This paper draws on community development theories and practices, as well as identity theories, to develop a model that traces the dynamic processes by which hot emotional interpretations and relatively colder cognitive interpretations interact to initiate, mobilize, and sustain radical change. It highlights the roles that emotion and cognition play as both barriers and essential facilitators of the change at different stages of the process, and proposes a set of strategies for managing them.

Suggested Citation

  • C. Marlene Fiol & Edward J. O'Connor, 2002. "When Hot and Cold Collide in Radical Change Processes: Lessons from Community Development," Organization Science, INFORMS, vol. 13(5), pages 532-546, October.
    • Handle: RePEc:inm:ororsc:v:13:y:2002:i:5:p:532-546
    DOI: 10.1287/orsc.13.5.532.7812
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    References listed on IDEAS

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    Cited by:

    1. Zare Hosein & Ahmad yousefi, 2012. "The Role of Emotional Intelligence on Workforce Agility in the Workplace," International Journal of Psychological Studies, Canadian Center of Science and Education, vol. 4(3), pages 1-48, September.
    2. Diana Trujillo, 2018. "Multiparty Alliances and Systemic Change: The Role of Beneficiaries and Their Capacity for Collective Action," Journal of Business Ethics, Springer, vol. 150(2), pages 425-449, June.
    3. Powell, E. Erin & Hamann, Ralph & Bitzer, Verena & Baker, Ted, 2018. "Bringing the elephant into the room? Enacting conflict in collective prosocial organizing," Journal of Business Venturing, Elsevier, vol. 33(5), pages 623-642.
    4. A. Georges L. Romme & Gerard Endenburg, 2006. "Construction Principles and Design Rules in the Case of Circular Design," Organization Science, INFORMS, vol. 17(2), pages 287-297, April.
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    11. Rekha Dhingra & Bijender K. Punia, 2016. "Relational Analysis of Emotional Intelligence and Change Management: A Suggestive Model for Enriching Change Management Skills," Vision, , vol. 20(4), pages 312-322, December.
    12. Fabien Martinez, 2023. "Exploring the syncretic dynamics involved in dyadic business–NGO partnerships," Business Strategy and the Environment, Wiley Blackwell, vol. 32(7), pages 4068-4083, November.
    13. Zahra, Shaker A. & Korri, Juha Santeri & Yu, JiFeng, 2005. "Cognition and international entrepreneurship: implications for research on international opportunity recognition and exploitation," International Business Review, Elsevier, vol. 14(2), pages 129-146, April.
    14. Illia, Laura & Bonaiuto, Marino & Pugliese, Erica & van Rekom, Johan, 2011. "Managing membership threats through collective efficacy," Journal of Business Research, Elsevier, vol. 64(6), pages 631-639, June.

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