Technique 5.27      Assessing Emotional Beliefs

1.1 Leaders openly acknowledge emotions during change rather than ignoring them.

1.2 Leaders view emotions as information, not interference.

1.3 Leaders model healthy emotional regulation (calm, grounded, clear).

1.4 Leaders separate people’s behaviour from their emotional experience.

1.5 Leaders can identify when their own emotions influence communication.

2.1 Our team can safely express concerns or fears about change.

2.2 Team members recognise that different people react differently to the same change.

2.3 The team avoids labelling emotional reactions as “difficult” or “unprofessional.”

2.4 The team regularly checks in on emotional impact (not just tasks).

2.5 Emotional risk factors (fatigue, anxiety, overload) are identified early.

3.1 Leaders and teams talk about emotions without blame or judgement.

3.2 Leaders explain the why behind change to reduce fear and uncertainty.

3.3 Change communications acknowledge emotional realities, not just logic.

3.4 People feel listened to when they express intense or negative emotions

3.5 Conflicts during change are seen as signals, not threats.

4.1 The team has emotional bandwidth (energy, stability) to take on new change.

4.2 People are not overwhelmed by competing or poorly sequenced initiatives.

4.3 Individuals feel confident managing their emotional responses.

4.4 There is trust in leadership’s emotional competence.

4.5 The organisation has a culture where emotions are normal and safe to discuss.