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Tips and Answers
to Your Questions
Integrating the New Organization
What types of resistance may result after the merger,
and how can the companies minimize the resistance?
Strategic restructuring is all about change, and a merger, which is
the most highly integrative form of strategic restructuring, involves
enormous change to both (or all, if there are more than two parties)
of the participating organizations. Any change, even desired change,
meets resistance. Imposed change gets the greatest resistance. Resistance
is lessened not by denying it or pushing against it, but by engaging
it and removing the obstacles to the preferred future.
Resistance can take many forms. Staff may "drag their feet" in
implementing aspects of the integration. People may start, and spread,
rumors with an energy not previously seen in the organization. Individuals
may spend more time identifying all the reasons aspects of the merger
implementation plan will not work, instead of focusing on how it can.
And if people feel awash in uncertainty - not uncommon in a merger
situation - they will likely spend a lot more time worrying about their
own futures than about that of the organization as a whole.
How can you minimize this resistance? First and foremost, accept that
resistance is normal and that it will occur. Be proactive in identifying
and addressing it from the moment you announce that a merger will take
place. Strong, positive, energetic, and forward-thinking leadership
is essential, as is frequent communication. Studies have shown that
it is not change itself that people struggle with most in merger situations
- it is the uncertainty that often accompanies the change. Minimize
that uncertainty as much as possible. Address the "me" issues
quickly - what will happen to people's jobs, job titles, responsibilities,
compensation packages. Make sure that at every stage of the implementation
process, you are communicating with your stakeholders. Let them know
where you are, where you are going, and, most importantly, why you
are going there. Focus on the positive - how the merger will allow
the organization to better achieve its mission, help its clients, create
a better world - while not ignoring the natural worries, fears and
anxieties that people may be feeling. And lastly, accept the fact that
not everyone will necessarily be a good "fit" for the new
organization, and some individuals' resistance may be too strong. Those
people may be much happier in a different type of organization, and
it is okay for them, and for you, to admit that and help them to move
on.
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