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

Mergers and acquisitionsStageTable 6.3Stages of merger or acquisition process and how to managereactions of staffEmployee experience Management actionMerger or Shock. Give full and early communication ofacquisition is Disbelief. reasons behind, and aims of this mergerannounced Relief that rumours or acquisition.are confirmed.Specific plans Denial – it’s not Discuss implications of the merger orare announced really happening. acquisition with individuals and team.Mixture ofGive people a timescale for clarification ofexcitement and the new structure and when they will knowanxiety.what their role will be in the new company.Anger and blame – Acknowledge people’s needs and concerns‘This is all about even though you cannot solve them all.greed’, ‘If we’d won Be patient with people’s concerns.the ABC contract Be clear about the future. Find out and getwe wouldn’t be in back to them about the details you do notthis position now.’ know yet.Do not take their emotional outburstspersonally.Changes start to Depression – finally Acknowledge the ending of an era.happen – letting go of two Hold a wake for the old company andnew bosses, companies, and keep one or two bits of memorabilianew customers, accepting the new (photos, T-shirts).new colleagues, company. Delegate new responsibilities to your team.redundancies Acceptance. Encourage experimentation, especially withbuilding new relationships.Give positive feedback when people takerisks.Create new joint goals.Discuss and agree new groundrules for thenew team.Coach in new skills and behaviours.New organization Trying new things Encourage risk taking.begins to take out. Foster communication at all levels betweenshape Finding new the two parties.meaning.Create development opportunities, especiallyOptimism.where people can learn from new colleagues.New energy. Discuss new values and ways of working.Reflect on experience, reviewing how muchthings have changed since the start.Celebrate successes as one group.245