Their theory encourages expression of emotions because it is a way to maintain interpersonal relationships and boundaries among people in the organization.
Additionally, the expression of emotions strengthens work relations because people bond over mutual feelings.
The characteristics are: intersubjective limitations, spontaneously emergent work feelings, tolerance of ambiguity, heterarchy of values, integrated self identity and authenticity, and community.
Human beings often pay close attention to their surroundings and how they should act in certain social situations.
In other words, emotions are "bounded" in organizations to protect interpersonal relationships and mutual understandings, two organizational aspects that Mumby and Putnam argue as important to success.
[2] Unbounded emotionality should be enacted not for the instrumental gain of the organization, but to enhance the well-being of the individual organizational members.
Work stress is a political, organizational and community issue that can be difficult to implement in large organizations.
This constitutes a new norm that wants to be aware of different positions, and even those directly opposite among its organizational members.
The context of situations and individual preferences determines what values may be prioritized in a given moment.
Heterarchy is designed for handling the innovative side of things therefore it requires a different form of conflict management.