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Tips and Answers
to Your Questions
Integrating the New Organization
Engaging Exercises for Integrating Staff
The work of integration happens every day. However, taking time during
staff meetings or a longer staff retreat to focus on the integration
process can be a powerful intervention. Below we provide examples of
exercises that can be used to facilitate staff integration. Any of
them could be the topic of a brief (thirty-to-sixty minute) discussion
at a departmental or all-staff meeting.
The ideal size for discussions such as these is six to eight people.
If the group is larger, break it into subgroups, being sure to mix
staff from both pre-merger organizations. Be sure to establish basic
ground rules for the discussion (for example, let each person speak,
no put-downs, the right to “pass” for anyone who chooses
not to participate). Ideally, a trained facilitator should lead each
discussion. Absent this resource, choose discussion leaders (or ask
for volunteers) and provide a basic training session on group facilitation
in advance.
From the Field . . .
“It helps to have a balance between people who understand the
organization and are part of the history, and new people who bring
a fresh perspective and enthusiasm—people who come in and who
haven’t had to experience all the pain and can just say, ‘But
you know this is a great place to be, and we’re doing exciting
things.’”
— Chief executive officer of a nonprofit educational and
cultural center
Why do we do this work? In this exercise,
each staff member talks in turn about his or her personal commitment
to the mission. The articulation of why this work is important helps
accelerate the process of alignment with the new organization and its
potentially new—or at least modified—mission. Despite organizational
cultural differences, people who work for the same cause probably share
strong basic beliefs and motivations.
What is my role? Each staff member discusses
his or her role and the connection between that role and the mission
of the organization. This allows individuals to test their emerging
understanding both of their own role and function in the new organization,
and of where that .fits into the bigger picture. Staff, having heard
others discuss their roles and possibly having helped to define them,
may well leave the discussion with a stronger sense of connection to
each other.
What kind of future do we have? This topic
allows a wide-ranging conversation about the substance, structure,
and direction of the new organization. One way to approach this discussion
is by asking each person to write a headline about the organization
that might appear in a newspaper five years in the future. Then share
and discuss headlines. For example, discussion might revolve around
the societal transformation that the organization seeks to achieve.
Clarification of values. This discussion
brings to the surface the values that each person, and each former
organization, holds. After everyone speaks, the leader asks group members
to attempt to synthesize their values into one coherent statement that
reflects everyone’s input. If the group is willing, this list
or statement of values can then be presented to the integration team
for discussion organization-wide.
anization. This exercise requires
some skill to interpret. Ask each person in the group to draw a picture
of the new organization, using images, symbols, metaphor, or other
representations. One person may draw an organizational chart; another
may draw a town or village. This can be a powerful way to compare the
different images and suppositions that staff members have about the
organization. Be aware, however, that many people are shy and uncomfortable
about their drawing, so this will work best with a visually oriented,
comfortable group.
Charting our history. The staffs of each
pre-merger organization make a presentation to each other. They meet
first in groups according to their previous affiliation, and decide
which elements of their history are most significant and useful for
the other group to know. Set a limit of ten items. This exercise can
capture the traditions, accomplishments, and setbacks that are the
most important elements of the former organizations’ fabrics.
After the presentations and discussion, you can (time allowing) follow
up with the next exercise.
Fishbowl with leadership. In this exercise,
which can be quite powerful, a facilitator and the organization’s
leader sit down in front of a staff group and discuss the nuts and
bolts of the transition and the leader’s deepest hopes for the
future. The two are surrounded by the staff, who do not comment or
intervene in the discussion. Later the entire staff debrief what they
heard the leader say. It’s a bit like watching live theatre.
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