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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 and acquisition process and must beaddressed reasonably early. The cognitive model is based on the premisethat our thinking affects our behaviour. This means that goal setting androle 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> andeffective <strong>management</strong> interventions during this process <strong>of</strong> <strong>change</strong>.Managing the teamEndings and beginnings are important features <strong>of</strong> mergers and acquisitions,and 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 and 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 and 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 handling 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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