I find it telling that organizations that are acquired call the process a “merger,” and the organization that is in the driver’s seat also initially colludes and also calls the acquisition a merger. This non-authentic mating dance usually lasts until the first budget is established and then it becomes very clear which organization is in charge. Here is what doesn’t work in terms of healing the wounds during a merger. Next week, I’ll post what does.
What doesn’t work.
- Colluding that things won’t change. Things always change during mergers/acquisitions. There is kind of a dance of non-truth telling that takes place. Everyone knows that there really won’t be two accounting departments, marketing functions or HR departments, but it seems safer not to talk about it.
- Playing politics. Scheming and making back-room deals may give an illusion of control but it is just that, an illusion. Straight-talk and openness make everything easier.
- Lack of clarity. Keeping things fuzzy is not a good strategy. It may seem safe, even polite and respectful, but the sooner it is clear who are the winners and the losers and what functions will be cut, the better it is for everyone.
- Managing feelings. People feel the way they feel. It doesn’t help to tell angry, fearful, people they shouldn’t feel that way. That makes them worse and drives their natural feelings underground.
- Devaluing symbols. Merging cultures is difficult and allowing acquired organizations to keep their symbols and rituals is a low cost/high return expenditure.
- Sanitized, artificial communication. Phony, scripted, overly abstract, and double speak communication not only doesn’t work, people see right through it and become cynical.
