Some Practical Change Management Tips based on Broaden-and-Build Theory of Positive Emotions
1. Start with Meaning and Purpose
Communicate:
- why the change matters
- who it benefits
- what future it creates
This generates hope and inspiration.
2. Celebrate Small Wins
Frequent small successes generate:
- pride
- motivation
- confidence
This builds momentum.
3. Encourage Curiosity
Ask questions like:
- “What could we try?”
- “What might work better?”
- “What can we learn?”
Curiosity triggers interest, which broadens thinking.
1. Use Appreciative Conversations
Focus discussions on:
- strengths
- successes
- possibilities
This enhances positive emotional tone.
5. Build Positive Rituals
Examples:
- weekly progress reflections
- appreciation moments
- storytelling about improvements
These create emotional reinforcement loops.
Summary
It shows that change is fundamentally emotional, not just rational.
You cannot think your way into change if people feel threatened.
Endeavour to create positive emotional conditions, so that people will:
- think more broadly
- collaborate more
- experiment more
- build lasting capabilities.
Positive emotions therefore become a strategic lever for successful change.
In simple terms
| Negative Emotional Climate | Positive Emotional Climate |
|---|---|
| 1. Narrow thinking | Broad thinking |
| 2. Defensive behaviour | Exploratory behaviour |
| 3. Risk avoidance | Experimentation |
| 4. Resistance | Engagement |
Practical Change Leadership Checklist
To apply the theory during change, leaders should regularly ask:
- Are we creating hope about the future?
- Are we encouraging curiosity and experimentation?
- Are we building trust and connection?
- Are we recognising progress and achievements?
- Are we maintaining psychological safety?
If the answer to these is yes, the organisation is likely creating the emotional conditions that broaden thinking and build long-term change capacity.
(main source: Barbara Fredrickson, 2001)