Experiences of emergent change from an applied neurosciences perspective

Abstract

Emergent change is a pervasive force in modern organisations. However, the subjective experiences of emergent change for frontline individuals and teams have not been explored in organisational change literature. The integrative field of applied neurosciences offers valuable insights into the underlying neural mechanisms that shape these experiences and drive responses in order to meet basic psychological needs. Using interactive qualitative analysis (IQA), this study involved a focus group and follow-up interviews with nine participants at a South African software development company to explore the experiences of emergent change at work. System dynamics reflected that these experiences are significantly more complex than literature and practice currently account for, and that individuals and teams find their experiences of emergent change to threaten their sense of safety and basic psychological needs. The physiological and emotional experiences were found to be driving elements. Peak performance state and the relational environment were found to be salient outcomes. Findings present the opportunity for the reconceptualisation of emergent change, a shift in focus from change itself to the human experiences thereof and the importance of embracing new possibilities, tools and practices for meeting needs and thriving in an ever-changing world.