Fourteenth International Conference on Interdisciplinary Social Sciences

Abstract

Due, in part, to a decades-long wake of horrific child deaths, communities in the United States, England, Australia, and Canada, have demanded radical changes in business transparency, responsiveness, practice, and policy from their child protection agencies. The resultant practice of utilizing actuarial tools and predictive analytics to facilitate child safety and risk decision making has all but rendered human emotions and intuition obsolete. It was observed, however, that human emotion is the social attractor, initiator, and driver of radical organizational change among the child protection agencies in those countries. Simultaneously, there is an ongoing shift away from postmodern culture to meta-modern / digi- modern culture. How might executive teams manage their employees’ emotions to create effective organizational change in the midst of a paradigm shift? Utilizing Ethnographic Content Analysis (ECA) to focus on the duality of negative and positive emotions, symbolism is utilized to explore the management of emotions during organizational change. The process of organizational change was situated in ancient Greco-Roman myth. Familiar personifications such as Kairos, and Occasio appear with newcomers Trómos, and Sambotaro to facilitate the story. I then personified emotions and change, to discuss roles The Emotions might play in Change’s processes.