Organization Management Journal


The purpose of this article is to report on a specific team intervention, a rapidly constructed response to a request for help with a situation that was believed by the chief executive officer (CEO) to have reached a crisis stage. The effort was, of necessity, “on the fly,” and the roles of consultant, participant, researcher, and collaborator were blurred and evolving as answers to the immediate problem were sought. This article presents and reflects on four tools used as a part of the intensive work with the emotional aspects of the team’s experiences of revolutionary organizational change. In extended follow-up activities, the author collaborated with a single employee to follow her ongoing efforts to internalize, manage, and move forward from an emotionally frozen state. The employee later reflected on her experiences from a distance of 6 years. The outcomes suggest that tools like the four presented—- tools supported by research literature but formed in the fires of the field—demonstrate promise for change-related emotional processing.