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Tips and Answers
to Your Questions
Integrating the New Organization
What are the big issues to watch out for AFTER the
merger is complete?
Implementation of a merger is in some ways straightforward: you file
the appropriate papers and wait the necessary time, and you are merged.
On the other hand, integration of people and processes in order to
make real all of the previous discussions can be trying, conflict-laden,
and in some cases may seem all but impossible. As with the negotiations
process, it is the "people issues" - legitimate self-interest
as well as the effects of cultural differences between the organizations
- that can pose the biggest challenges.
Integration of the boards, the management, and the staffs is of course
top priority after a merger. It is common for individuals from both
organizations to experience some sense of "buyer's remorse" after
an agreement to merge is made, and care must be taken to involve, encourage,
and support these individuals through the early adjustment phases.
The executive director can play an important role here, as can the
board members who participated most actively in the negotiations, and
thus might have the clearest understanding of the benefits of the merger.
It is important to provide opportunities for members of the boards
and staffs of the two organizations to get to know each other, and
work together, as soon as possible after an agreement to merge is reached.
A board retreat is a good idea, as is a joint celebration event, and
a management/staff retreat. The executive director, who typically has
the responsibility of forming the management team of the new organization,
should try and fill positions in a way that will be seen as "fair," and
not overly prejudicial toward employees of one organization or another.
The management team, in turn, can help ease the integration process
for staff by bringing them together in cross-functional teams, and
for joint training sessions, site visits, meetings, and social activities.
Issues of culture are paramount in the weeks, months and even years
after a merger takes place. You need to pay serious attention to the
cultural differences between the two organizations, and respect the "way
things have always been done" by your partner. This is not to
say that you cannot change anything. However, a cavalier attitude,
scoffing at a less sophisticated system or staff, or an assumption
that your organization's way of doing things will be the merged way
of doing things can make a tense situation worse. Listen to your colleagues
- for that is what they are now - and always choose he most functional
way of doing things, even if it requires change on your part.
The process of integrating cultures is a long one, but it is important
to begin it immediately. People from each 'old' organization should
share their traditions and stories with their new colleagues, and everyone
should contribute to the creation of new traditions and stories. It
is important to begin developing customs that are perceived as "ours," and
not "mine" or "yours."
Though systems integration can be complicated, it is often seen as "easier" than
cultural integration. This is not always the case, however. Nonprofits
develop systems for the management of everything from office supplies
to donor names. When two nonprofits merge, each of these systems must
also merge. It is important to approach each integration task with
openness and respect for the other group. Individuals who are secure
in their understanding of their own organization's accounting program,
donor database, purchasing procedures, etc., may be very uneasy at
the prospect of having to switch to a system they do not know or understand
nearly as well. Management should watch out for signs of discomfort
- which if left un-addressed could lead to resistance and decreased
morale - and address them head-on. Assure staff that they will get
whatever training they need to implement the new systems, and get them
involved in the transition. Their input is invaluable, as they are
typically the ones who understand best how the systems are used on
a day-to-day basis.
The most important thing to remember when you merge organizations
is that communication should be a top priority, and that there will
be conflict. That is natural. Be vigilant - watch for discomfort at
both the management and staff level, and address it head-on. Encourage
open communication as you move through the integration process, and
provide plenty of opportunities for people to share their fears, concerns,
questions and suggestions. In addition, provide plenty of opportunities
for people to share their triumphs and their excitement. Joint celebration
of a jointly-achieved goal can be one of the best team-building experiences
around.
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