Organisational change and integration
How can Imprint Analysis be used to facilitate organisational change and integration?
Over the years that we have worked with organisations undergoing restructuring, change and integration, we have observed that there are two sides to a corporate culture. One side is easy to identify and can be readily explained by the CEO, management and employees. The other one, however, seems to be outside the associates’ awareness and yet, paradoxically, this is the element they use most, but which they cannot describe objectively. This ‘hidden’ part is associated to a sense of identity and security and when disregarded tends to make employees very angry. This is the part, which is often responsible for sabotaging the change process. Imprint Analysis is ideally suited to address these issues, as it brings to the surface the hidden element of the corporate cultures of acquired companies.
How can Imprint Analysis help in the communication of organisational change?
Imprint Analysis will identify the ‘entry points’ for communication, which accelerate the process of integrating change. Furthermore, as a part of the project we develop client teams, who will become experts in facilitating change. The ‘core competence’ remains within the organisation. This knowledge will allow you to determine precisely where the companies appear within the change curve and, also, to adopt the measures needed to manage the uncertainties experienced by the employees. Numerous projects with global corporations have shown that this knowledge helps to take the ‘sting’ out of change. Radical change in job description, tasks and work methods, were described by employees as being the logical ‘next steps’ in their working life.
How do you deal with the fear people have about corporate change?
How do you make them receptive to change?
Usually people have contradictory responses to change programs. ‘Change’ is perceived as a threat to their existing identity and creates a lot of insecurity. We identify the triggers and barriers of ‘change’ and define a set of actions that support employees. As employee identity is supported, they become receptive to change.
Why is cultural integration so difficult? We hired 10,000 people last year and they fit perfectly in the culture. But with the 200 people of an acquired company we have much more trouble!
Often with cultural integration the employees feel devalued. They feel ‘invisible’ in the new organisation. In this frame of mind they tend to shun new working methods brought about by the merger. Over-rational communication that extols the benefits of cultural integration just makes things worse. To be successful, organisations need to determine employees’ emotional barriers that sabotage change, as well as, the triggers that accelerate the integration process.