Journal of Management Policies and Practices

A Cognitive Model of Positive Organizational Change
Dr. Mahin Tavakoli

Abstract
Over the past three decades, change in the organizations has accelerated dramatically and has become a routine way of organizational life. Literature has recognized distress and resistance as two general reactions to organizational change. XXX (2011) introduced a model of stress management at the organization level, suggesting strategies that reduce distress and resistance and produce eustress and positive outcomes in response to organizational change. This paper introduces a cognitive model that explains how the strategies introduced by XXX (2011) can increase eustress and positive outcomes for employees as individuals.

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