Emotions are not chaotic or irrational as all of the literature on change suggests. In fact, emotions in times of change can have their own logic and observing them provides relevant information and reveals important aspects about people and the organization [8].

Moreover, our results are in line with those of the literature on the subject, which indicates that periods of change are emotional periods. [8-10]. Indeed, individuals need their emotions in order to adapt to organizational changes. According to Morin [11], emotions and stress are the two types of individual responses to a request for adaptation.

The individual may have identity problems and when an organizational change occurs, his professional identity may be affected. He can then doubt himself, feel lost and anxious, this is particularly what we observed in our results, or employees who have acquired a certain experience feel this organizational change as a questioning not only of their skills but also balances developed over the years.

Lack of participation in decision-making and insufficient circulation of information can increase the level of tension and insecurity among workers [12].

For Colson (2005) [12], who analyzes change in public services, a good change project must be based on a clear vision, i.e., clearly defined objectives, shared by all stakeholders, give room for social dialogue.

But the participation of all stakeholders is not always the best way to do [13], it will depend on a number of elements including:

• Type of issue: According to him, grassroots participation is appropriate for issues of intermediate importance. On the other hand, it does not seem to be able to be applied for strategic decisions which are management choices and which fit little with “participatory management”;
• The economic context: as a general rule, difficult economic situations or the management of emergency situations are hardly favorable to participatory change management;
• Leaders: their personal convictions, their management style, their representations of the organization, the specific constraints that they themselves undergo are all elements.

On the other hand, good change management must go through the explanation indeed, understanding is the most relevant variable, it is correlated with several positive and negative emotions [14].

In our study, paradoxically, even if around 31% of employees say they do not have a precise understanding of the project, they remain convinced of the positive impact that it will have on their working conditions, this reflects the confidence they have in their managers. It indicates that workers believe that their organization acts for their good and protects their interests.

To support change, it is possible to identify and act on the motivating component of emotion, this is the case, for example, in our study, of the pleasure of performing which seems to enthuse pharmacists or improvement of working conditions for pharmacy assistants and secretaries.

Morin defines stress as “a non-specific response to any request for adaptation” [11].

Reactions to stress vary from person to person. These differences are related, among other things, to personality types. The impacts are felt on three different levels:

1- the affective level: We can notice that the two emotions felt at work, namely frustration and anxiety, are always present during organizational changes [15-17].

Frustration is a feeling strongly correlated with lack of information. In our case, this emotion is especially felt by the assistants and the secretaries of the pharmacy. This may be due to the fact that they consider themselves the least informed and the least involved.

According to Collarette et al., there is an anxiety optimum that allows change to occur. According to the same authors, when anxiety is too low, workers are not encouraged to change, and on the contrary, when it is too high, they do not succeed in their integration. These authors also claim that workers can tolerate a high anxiety load when anticipating major gains in change [15].

2- On a physiological level: stress can be the cause of a certain number of physical problems, ranging from simple fatigue, as is the case for the handling workers questioned, to more severe disorders such as cancers. But this feeling expressed by our agents can be partly explained by the laborious nature of their work and which may have been complicated by the work in progress.

3- On the organizational level: stress often causes costly problems for companies due to absenteeism, loss of productivity, delays, conflicts at work [15].

Emotions are thus associated with stress, fear and resistance, but such simplification can have negative impacts on change management [8].

The expression of emotions can make us realize that the events that are taking place, in this case changes, are important in our life and for our identity. Conversely, if the changes do not cause emotions, whether positive or negative, it may mean that these changes are not important for the workers [18].

So the fact that the various elements of the pharmacy pole express so many emotions is proof that these ongoing changes are important to them and that they care about their success in order to meet their expectations.

We note that several improvements are desired by the employees, which once again confirms their openness to change when the motivations for this change seem clear and reasonable to them.

Some suggestions for improvements are also recurring, such as the case for example of having more adequate office furniture and more storage,

Another improvement, desired by a majority of employees, concerns a reduction in the noise level, in fact they are moderately satisfied with the open space, because they consider it too noisy. In addition, some complain of a lack of confidentiality and privacy. This is also the conclusion reached by a study carried out within SNCF premises on open space working conditions [18].