Episodic interventions to the strategy of an organization with consultant-facilitators can trigger significant emotional responses. Yet little is known on how the emotions of all parties involved therein should be regulated. This is particularly evident in organizational foresight processes as these elicit more pronounced emotional responses than other client-consultant relationships because they challenge deeply held views about the future and the strategic identity of the organization. Hence, we discuss organizational foresight to illustrate how the successful regulation of emotions can be achieved in episodic interventions to strategy. Specifically, we suggest that adopting an explicit and relational psychological contracting process contributes to emotion regulation in organizational foresight interventions. We outline the content areas of such a contracting process and explain why it is useful for the emotion regulation of participants’ and consultant-facilitators in three different situations. Finally, we discuss the implications of a relational psychological contract for future research (by providing a set of research propositions and suggestions), and for practice in episodic interventions to organizational strategy more broadly.