With the changing economic climate we can expect more consolidation, mergers, symmetry, right-sizing and other euphemisms for changing the composition and objectives of internal departments or teams. Getting this right can create opportunity, getting is wrong destroys harmony and productivity.
Experience from past internal mergers suggests that people like to know the reason, the purpose, the vision. Staff ask why, what is the aim, what was wrong in the past or will be different in the future. Therefore my recommendation is that early work is about purpose, mission, vision and values.
People will naturally go through the Change Curve (Link1) phases of deny, defence, discuss, agree, adapt and adopt. The key issue is that the early phases can be disruptive and you might not make it through to the latter phases if you don’t manage the process well.
My advice would be to use ideas from the Bridges/Transitions Model (Link2). This would lead you to celebrate the past rather than ridicule or denigrate. Then explain a better and different future, together with the reasons why change is necessary. The finally explain the journey from the past to the future: what will change, how it will change, what support will be there, what safeguards will be there, what consultation and communication will happen along the way.
Given the role of the new team I would have a workshop to discuss products, services and customers. This will help common understanding and well as a positive, customer focussed approach to the changes ahead. Having the “common ground” be based around shared passion for customer service can help rally the troops to a common cause.
I like the 7S model (Link 3) which suggests the things you need to think about include strategy; style; systems; structure; staff; skills; shared values and subordinate goals. Some of which has been covered above.
I do think “integration workshops” provide a good get to know you opportunity and if facilitated can help flush out hopes, fears, strength, opportunities, weaknesses and threats which you might consider for action during your merger/integration plan.
The workshops are a formal get-together but I’d also recommend social meetings. People like people who are like them and social meetings like a beer after work can be great to building a team and discovery of common interests, common understanding and willingness to work together.
People also have stronger relationships with people whom they see more often. It is actually the frequency of meetings which can be key to familiarity, whereas the time spent together can help understand. Both factors suggest that the leaders of the merger/integration need to be present and communicate frequently.
Returning to “integration workshops” and continuing on the theme of communication and working together I would strongly recommend that staff get the chance to design some element of their working space, procedures, meetings etc. People who feel in control of some aspect of their work, or their day, of their environment are much happier at work.
A buddy system can help team-up on tasks, succession planning and cover, but also help with the social aspects of coping with change as well as an element of peer pressure to remind each-other of the messages, actions etc.
There will be a lot to discuss about the operation of the merger/integration and involving staff in a customer focussed approach to policies; procedures; practices; paperwork. Allowing the staff to design and shape their brand, not just in terms of images, logos, letterhead but also in terms of behaviour and practice when on a client site can really help engagement and commitment.
Throughout there needs to be constant communication and update (Plan, Do, Check, Act) both in terms of progressing the merger/integration and also the work of the team: products, services, customers and business pipeline of opportunities, quotes, jobs, invoicing etc.
Document every meeting and use posters, flip charts, post-its and anything else you can use to reinforce and remind people of your messages, actions etc. I am amazed how quickly people “forget” the communication and involvement that has happened. When asked they often say (as a form of denial or deference) “nobody tells me” or “I wasn’t consulted”
Link 1 http://www.mindtools.com/pages/article/newPPM_96.htm
Link 2 http://www.mindtools.com/pages/article/bridges-transition-model.htm
Link 3 http://www.mindtools.com/pages/article/newSTR_91.htm
Merging teams is as much about managing culture as processes, products and customers Tweet This
Teams go through forming, storming, norming, performing. Understanding WHY? will help progress Tweet This
Allow people to shape their world (process, environment, role) and you’ll gain commitment Tweet This
Leadership during mergers will help create commitment, whereas management only compliance Tweet This
Would you like to discuss any of this? I'll happily share a coffee at Digital Jerseys Hub, or chat via Skype TimHJRogers or twitter @TimHJRogers I especially value different perspectives or experiences.
About cichange - ciChange is a not-for-profit forum for ideas and discussion, about all aspects of Change Management, including people, processes, teams and leadership. It is a place to share and exchange models, papers, ideas and information about change. ciChange has run a number of FREE, well attended Breakfast Briefings as well as the #inov8healthjsy event.
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About Tim Rogers - Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com He is a Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses. He is a former Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.
Skype timhjrogers Twitter @timhjrogers Phone +447797762051 Web www.timhjrogers.com
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