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When your organization is involved in a merger, acquisition, or joint venture, two separate corporate cultures will be brought together. Different philosophies, styles, technology, missions, and visions for the future will meet. Typically, there are three different ways this "coming together" can occur. First, the two cultures can remain independent and coexist. Second, one culture can dominate and eventually absorb the other. And third, the cultures can blend, with characteristics from each culture surviving. Of these three options listed above, organizational development experts agree that blending the cultures is the most preferable. However, this type of blending is rarely seen. Typically, the acquiring company engulfs the acquired company, the acquiring company's culture dominates, and the acquired company's culture goes subsurface or fades away. Why is this so, you may ask? Because culture is not seen as an issue - it is not seen as something that could impact the success of a new organization. But, culture IS something that can impact the success of the new organization. And, as trainers, performance technologists, HR staff, or quality system personnel, you can help the cultures to blend by encouraging the decision-makers in your organizations to support the process of cultural discovery and dialogue. You can explain to your organization's decision-makers that by closely examining the two cultures, and opening a dialog between the employees of the two organizations, they will be promoting understanding and acceptance among the two groups.
First Step - Conduct A Cultural
Self-Assessment
Here's an example of how you might describe a culture's control characteristic in terms of stories told or recounted: "Now, I've heard that Manager X professes to be a 'hands off' manager, but Employee Z has learned not to make a move without checking with him first."
"Our company is like a family. Everyone shows up at the Family Picnics. Everyone brings their kids to work on 'Take Your Daughter/Son To Work Day.' And, you know, management just loves it."
"Although annual pay increases are always equal for our production technicians, the production technicians who show lots of initiative and who are very cooperative are the ones who tend to get picked for special teams and receive other choice assignments."
"We just don't deal with conflict here. Anyone who does try to resolve miscommunication or clarify a point is referred to as either too "sensitive" or too 'pushy.'" Once your sample group of employees has conducted their cultural self-assessment, you'll then bring them together with new employees (from the acquired company) and begin a Cross-Cultural Dialogue.
Second Step - Conduct A
Cross-Cultural Dialogue
Providing each incumbent and new
employee with an opportunity to participate in a cross-cultural dialogue is a significant
step when beginning to merge cultures. You have helped open the "doors of
understanding". But, it is not enough just to understand the two cultures. If both
cultures are extremely strong and the characteristics of the two organizations are
opposed, then much more work is necessary. Decisions must be made as to which
characteristics will survive the merger and define the new organization. No doubt, many
characteristics from the acquiring company will remain intact, but characteristics from
the acquired company should also endure. Remember, as stated earlier in this document,
organizational development experts say that blending cultures is preferred. So, attempt to
take the finest characteristics from both organizations and bring them together to create
the best of the best.
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Kathleen Miller talks Performance Management Please join the discussion and add your comments
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