Technique 1.238 Positive Emotions Design Matrix
Introduction
This matrixlinks:
- emotions (core + extended)
- specific leadership behaviours
- communication strategies
- workshop activities.
This becomes a way for embedding broaden-and-build into change programs.
Positive Emotions Design Matrix for Change Management
|
Emotion |
Leadership Behaviours |
Communication Strategies |
Workshop/Facilitation Activities |
|
1. Hope |
Articulate a compelling future; link change to meaningful outcomes |
Vision storytelling: “what success looks like” narratives |
Future-state visioning; back casting exercises |
|
2. Interest (Curiosity) |
Ask open questions; invite ideas; model learning |
Use inquiry-based messaging (“What if…?”) |
Design thinking sessions; experimentation labs |
|
3. Joy |
Celebrate progress; create energising moments |
Share wins; highlight positive stories |
Milestone celebrations; energisers; gamification |
|
4. Gratitude |
Acknowledge contributions frequently |
Public recognition; thank-you messages |
Appreciation circles; peer recognition exercises |
|
5. Serenity (Contentment) |
Allow reflection time; avoid constant urgency |
Calm, clear, consistent messaging |
Reflection sessions; lessons-learned reviews |
|
6. Pride |
Showcase achievements; recognise mastery |
Share success stories and case examples |
Show-and-tell sessions; success showcases |
|
7. Amusement |
Use humour appropriately; lighten tension |
Light, human tone in communications |
Icebreakers; storytelling with humour |
|
8. Inspiration |
Role-model behaviours; connect to purpose |
Share stories of transformation and role models |
Guest speakers; storytelling workshops |
|
9. Awe |
Expose teams to big-picture impact; connect to purpose beyond self |
Use powerful imagery, data, and narratives |
Customer impact stories; field visits; immersive experiences |
|
10. Love (Connection) |
Build relationships; show genuine care |
Personal, empathetic communication |
Team building; check-ins; storytelling circles |
|
11. Trust |
Be transparent; follow through on commitments |
Honest updates, including challenges |
Open forums; Q&A sessions; “ask me anything” |
|
12. Belonging |
Include diverse voices; create inclusive spaces |
“We” language; inclusive messaging |
Co-design workshops; stakeholder mapping sessions |
|
13. Confidence |
Empower decision-making; support capability building |
Reinforce “you can do this” messaging |
Skills training; simulations; role plays |
|
14. Compassion |
Acknowledge difficulty; support wellbeing |
Empathetic messaging; validate concerns |
Listening sessions; wellbeing check-ins |
|
15. Optimism |
Focus on opportunities; reframe setbacks |
Balanced but positive framing |
Scenario planning; opportunity mapping |
|
16. Enthusiasm |
Show visible energy and commitment |
Energetic tone; momentum-focused updates |
Sprint workshops; rapid prototyping sessions |
How to Use This Matrix
1. Diagnose Emotional Gaps
Identify missing or weak emotions
Example: Low trust and low hope lead to high resistance risk.
2. Select Target Emotions
Choose 2–4 priority emotions for each phase of change:
|
Phase |
Priority Emotions |
|
Early (awareness) |
Hope, Trust, Belonging |
|
Mid (transition) |
Curiosity, Confidence, Compassion |
|
Late (embedding) |
Pride, Joy, Optimism |
3. Design Interventions Across 3 Levers
For each emotion, align:
- leadership behaviour (what leaders do)
- communication (what people hear)
- experience/workshops (what people feel and do)
NB Emotions are created through experience, not just messaging.
4. Create “Emotional Journeys”
Map emotions over time:
|
Phase |
Emotional Risk |
Desired Emotion |
|
Announcement |
Fear, uncertainty |
Hope, trust |
|
Disruption |
Confusion, frustration |
Curiosity, compassion |
|
Adoption |
Fatigue, doubt |
Confidence, pride |
|
Sustainment |
Complacency |
Joy, inspiration |
NB Positive emotions don’t just make people feel better, they expand what people are capable of doing and becoming.
Therefore, the use of this matrix is not “soft”, as it is a capability-building tool.
An Example
Scenario: New system rollout
|
Emotion |
Action |
|
Hope |
Share how the system improves daily work |
|
Curiosity |
Run “try it out” sandbox sessions |
|
Confidence |
Provide hands-on training |
|
Pride |
Celebrate early adopters |
Final Takeaway
Effective change leaders don’t leave emotions to chance. They design for them deliberately.
This matrix helps you:
- move from communication to experience design
- shift from managing resistance to enabling growth
- build long-term organisational capability.
(main source: Barbara Fredrickson, 2001)