Home / Lectures / Quy Huy, INSEAD
Emotional Triggers in Strategy Implementation

Quy Huy, INSEAD
Description
Semester:
- Fall 2005
Speakers:
Lecture Time:
Fri, November 4, 2005 @ 1:30 pm to 3:00 pm
Lecture Location:
Room K1320, Ross School of Business
Speaker Webpage(s):
http://www.insead.edu/facultyresearch/faculty/profiles/qnguyenhuy/
Introduced By:
No introduction available.
Abstract
Emotions traditionally have been viewed as irrational, erratic, or dysfunctional phenomena that foster inertia in the work place. Their expression is particularly troublesome when strategic change is needed. The results of a three-year field study of a large information technology firm, however, revealed that emotions triggered by implementation of a strategic plan could instead be useful, credible, and effective, helping the process of strategic adaptation. The process of implementing strategy can inadvertently activate hitherto dormant “emotional triggers,” which are defined as tacit valued assumptions, which when made salient, arouse strong emotional responses. These emotional responses energize people to take deliberate actions to support or oppose a proposed change.
Attending to the emotional triggers of influential employees in relation to a strategic initiative can help top managers adjust their implementation approach and increase the likelihood of success. Not doing so can lead to failure. Although much of the strategy literature assumes learning from failures, this way of learning can be costly and takes time. Learning from emotional responses early in the implementation process, which reveal the presence of unexpected emotional triggers, can allow timely adjustments. In other words, emotions can serve as advance feedback signals in strategy implementation.
Recording & Additional Notes
No recordings available.
Co-Sponsor: Strategy
Introducer: Ben Cole, Strategy