This qualitative study explores faculty and staff experiences of technostress, resilience, organizational wellbeing, and cognitive recovery during a mandated migration from Google Workspace to Microsoft 365 at a large public university in Oman. Using Reflexive Thematic Analysis (RTA) informed by the interpretative principles of Interpretative Phenomenological Analysis (IPA), semi-structured interviews were conducted with nine participants from the head office and regional campuses. The analysis was primarily guided by the recovery framework of, conceptualizing recovery not as a peripheral outcome but as a core homeostatic process disrupted by forced digital migration. The Job Demands–Resources (JD-R) model served as a complementary framework for interpreting how work demands and available resources shaped participants’ experiences of technostress, resilience, and organizational wellbeing. The data were analyzed using Braun and Clarke's six-phase RTA. Four themes emerged: (1) technostress manifestations, including cognitive overload, digital friction, and affective strain; (2) coping mechanisms, particularly peer-led learning and self-directed adaptation; (3) institutional facilitators and barriers, including consultation gaps and uneven support alongside perceived integration benefits; and (4) organizational wellbeing conceptualized as the “negative space” of dysfunction, inferred from reported experiences rather than direct evaluation. The findings indicate that mandated digital migration functions as a psychosocial process rather than a purely technical transition. When imposed, it weakens recovery capacity and organizational wellbeing, but when supported, informal peer networks become central to restoring functional resilience. The study proposes that digital transformation should incorporate symbolic consultation, relational support structures, digital transparency, and recovery-oriented design to sustain cognitive recovery and organizational wellbeing.