Marching toward “heart work”: Connecting in new ways to thrive amidst COVID‐19 crisis

• Published date: 01 October 2021
• Author: Debarun Chakraborty,Wendrila Biswas,Ganesh Dash
• Date: 01 October 2021
• DOI: http://doi.org/10.1002/crq.21313

RESEARCH ARTICLE

Marching toward “heart work”: Connecting

in new ways to thrive amidst COVID-19 crisis

Debarun Chakraborty

1

| Wendrila Biswas

2

| Ganesh Dash

3

1

Symbiosis Institute of Business

Management, Nagpur, Constituent of

Symbiosis International (Deemed

University), Pune, India

2

Department of Management & Social

Science, Haldia Institute of Technology,

Haldia, India

3

College of Administrative and Financial

Sciences, Saudi Electronic University,

Riyadh, Saudi Arabia

Correspondence

Debarun Chakraborty, Symbiosis

Institute of Business Management,

Nagpur, Constituent of Symbiosis

International (Deemed University),

Pune, India.

Email: debarun84@gmail.com

Abstract

With one of the greatest turmoil in the world of work

that has wreaked havoc on companies small and large,

the global pandemic COVID-19 is penning a new nor-

mative. Amidst such disruptions, employees are found

to be floundering with tears, boredom, annoyance, and

helplessness. With unparalleled challenges and uncer-

tain prognosis, employees are unable to rebuild their

power and thrive in alternative circumstances. This

calls for an active effort on the part of organizations to

embrace openness and discuss vividly what needs to be

preserved, created, eliminated, or accepted. Deeper ties

and inclusive approach of firms can amp up an

employee's self-worth. The current study reflected the

essence of connectedness and oneness at times of crisis.

Organizations can play a pivotal role in helping

employees rise above the feeling of despair. Connecting

with heart can sweep off the feeling of instability,

bringing in a stream of positive emotions and experi-

ences. The study draws a cross-sectional data (n=418)

from employees working in various manufacturing and

service companies of India to test the hypothesized

framework. We have carried out SEM analysis through

AMOS to understand the combined measurement

model with mediation effects. The analytical results

demonstrate that positive mindset fully and partially

mediates between the drivers of heart work and resil-

ience. The study reveals that the contributing factors of

heart work significantly influences positive mindset of

employees, which in turn has a positive association

Received: 27 January 2021 Revised: 12 May 2021 Accepted: 20 June 2021

DOI: 10.1002/crq.21313

Conflict Resolution Quarterly. 2021;39:7–27. wileyonlinelibrary.com/journal/crq © 2021 Wiley Periodicals LLC. 7

with resilience at work. One of the triggers of heart

work—“Face the fear, fix fast”is found to be a strong

and consistent predictor of positive mindset. Again,

“Generate energy moments”another element of heart

work stands to be a sharp predictor of resilience at

work. The study also discusses varied implications that

can enrich managerial effectuality in this crisis

condition.

KEYWORDS

adverse, COVID19, crisis, heart work, inclusive, pandemic,

positive

1|INTRODUCTION

The path went like this:

January 2020: Corona virus is taking a toll on lives in distant countries [Facts & figures]

February 2020:But it'll not affect us [Denial]

March 2020:“The Lockdown”Okay I need to stay home for 2 weeks…that's it? [Deal]

April–May 2020: Cannot stay home for so long…I have a job and other responsibilities

[Anger]

June 2020:“Unlocked”with constraints. My friend lost a job, there's a 25% cut in my

pay [Sad]

July 2020:God when it'll end? [Grief]

Later July 2020: We have to go on with it. I have to work out things [Acceptance]

This is how we are heading in this harrowing time of pandemic COVID-19. Faces are hid-

den behind little screens and we are hidden behind anxiety and uncertainty. By now, we have

become painfully aware that recovery and growth in this crisis is far off. Amidst such stoking

fears of the pandemic, the business and work environment is becoming unpredictable. With the

lack of social support system, employees are facing psychological and emotional distress; mak-

ing it difficult for them to cope up with this disruption (Shigemura et al., 2020). Thus, lack of

resilience has become one of the critical concerns as companies march to adapt the changes

and survive in the downturn. Articulating a purpose is essential to keep the employees embed-

ded that can be achieved through consolidation and sincere compassion (Chakraborty &

Biswas, 2019; Rees et al., 2015). Then again, empathetic emotional response of the organizations

is not all; an all-inclusive approach with optimism shall sustain the workforce (Boldor et al.,

2012). A better care, mending relationships, consistent cadence of communication, clarity in

expectations, embracing healthy thoughts, maintaining a hopeful outlook, letting employees

experience strong emotions, building perseverance, and trust in their abilities will be helpful in

dealing with strains and stretches (Chakraborty & Biswas, 2020a; Chakraborty & Biswas,

2020b). The groundwork needs to be meaningful to let the workforce thrive. The heart work is

the new exigency. It would have a strongest influence on their strength and virtues to rebound.

8CHAKRABORTY ET AL.