The problem and the solution. Managing emotional behavior as a leverage point for organization change is an increasingly popular concept.This article investigates the implications of the management of emotions through planned corporate change programs. It suggests that the emotions produced by such programs are not always congruent with those desired and invoked by the organizations engaging in such programs, and that the deliberate managing of emotion may instead lead to unintended and unexpected emotions within the participants of such programs.Drawing on data from an in-depth study of one such program,the article comparatively analyses the emotions designed into the program, comparing these with empirical evidence of the emotions displayed by the participants on the program. It finds considerable differences, which it argues are important areas for future human resource development research.
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