Psychoanalytic Aspects of Implementing Changes and Overcoming the Unsuccessful Experience of Changes in the Organization

Organizational changes always go beyond specific organizational conditions and are often associated with a change in the status quo in a broader and more complex organizational environment. The fight against change – whether proactive or reactive – is likely to remain an important agenda item for both organizations and their employees. Accordingly, changes in general and in organizations in particular remain a key phenomenon of interest to both practitioners and scientists. As in previous years, organizational change continues to be studied from a variety of disciplinary perspectives, including ongoing research from a strategic perspective, with an emphasis on organizational actions in the process of personnel change. A growing number of studies on the views of change recipients look at the cognitive, emotional, and behavioral responses of recipients, the factors that drive them, and their consequences. Despite significant progress in knowledge about organizational change and the appearance of numerous books on the subject, there are still very few books devoted to the psychological foundations of organizational change, and none of them explicitly focuses on the reactions of employees of the organization. The main goal is to provide scientific, empirically based information about how employees of an organization experience and respond to organizational changes, as well as about the factors that determine this experience.