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cameron and green making-sense-of-change-management

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The applicationsThe behavioural model is useful as a reminder that reward strategies forman important part <strong>of</strong> the merger <strong>and</strong> acquisition process <strong>and</strong> must beaddressed reasonably early. The cognitive model is based on the premisethat our thinking affects our behaviour. This means that goal setting <strong>and</strong>role modelling too are important.However, the psychodynamic approach provides the most usefulmodel to explain the process <strong>of</strong> individual <strong>change</strong> during the variousstages <strong>of</strong> a merger or acquisition. In Table 6.3 we use the Kubler-Rossmodel from Chapter 1 to illustrate individual experiences <strong>of</strong> <strong>change</strong> <strong>and</strong>effective <strong>management</strong> interventions during this process <strong>of</strong> <strong>change</strong>.Managing the teamEndings <strong>and</strong> beginnings are important features <strong>of</strong> mergers <strong>and</strong> acquisitions,<strong>and</strong> these are most usefully addressed at the team level. The ideas<strong>of</strong> William Bridges (Chapter 3) provide a useful template for <strong>management</strong>activity during ending, the neutral zone <strong>and</strong> the new beginnings thatoccur during a merger or acquisition.Managing endingsThe endings are about saying goodbye to the old way <strong>of</strong> things. Thismight be specific ways <strong>of</strong> working, a familiar building, team mates, a highlevel <strong>of</strong> autonomy or some well-loved traditions. In the current era <strong>of</strong>belt-tightening <strong>and</strong> cost-cutting, there might be quite a lot <strong>of</strong> losses forpeople, similar to the effects <strong>of</strong> a restructuring exercise. (See Chapter 1 formore tips on h<strong>and</strong>ling redundancies.) Here is some advice for howmanagers can manage the ending phase (or how to get them to let go):• Acknowledge that the old company is ending, or the old ways <strong>of</strong>doing things are ending.• Give people time to grieve for the loss <strong>of</strong> familiar people if redundanciesare made. Publish news <strong>of</strong> their progress in newsletters.• Do something to mark the ending: for example have a team drinktogether specifically to acknowledge the last day <strong>of</strong> trading as theold company.• Be respectful about the past. It is tempting to denigrate the old <strong>management</strong>team or the old ways <strong>of</strong> working to make the new company lookmore attractive. This will not work. It will just create resentment.244

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