The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 6 discusses stress in executives and how it can impact leadership performance. Chronic stress and busyness lead to burnout, but reflection and self-awareness can be effective coping strategies. A therapeutic system for accessing and addressing emotions is presented: the Deep Emotion Expression and Processing (DEEP) System. The theory underlying the DEEP System is discussed, including Malan's triangle of conflict. Interoception and expressive writing are two approaches to emotional processing and are essential for the DEEP System. Interoception is the process of recognizing emotional signals the body is sending. Expressive writing lets people reflect on negative experiences without being overwhelmed by them; meaningfulness and integrative processing are two vital components of expressive writing. To test the effectiveness of the DEEP System, the Positive and Negative Affects Schedule (PANAS) is incorporated into it. Examples are provided showing the influence of the DEEP System.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 7 offers final thoughts from each of the authors. There is always more to crisis and change than meets the eye. A systems-psychodynamic approach can help people work with realities they see and sense. Instead of solely focusing on the solution, the lived experience of a crisis must also be addressed. Thinking systemically is a vital skill for leaders and change agents because of the constant ambiguity they face. Several key takeaway messages from the text are offered, including the need to recognize that organizations are shared spaces of feeling and the importance of self-reflection on all individual and organizational levels.