"Workplace Recovery after Mergers, Acquisitions, and Downsizing: Facilitating Individual Adaptation to Major Organizational Transitions"

Mitchell Marks

Organizational Dynamics

Vol. 35, no. 4, pp. 384-399

This article argues that major a transition such as a merger, acquisition or downsizing is "much more debilitating and has deeper psychological impact than more rudimentary changes in the workplace." A workplace recovery effort attempts to re-install a sense of energy and focus after the disruption of the transition. This requires trying to weaken the forces maintaining the old and trying to strengthen the forces developing the new. These tasks take place at two levels: emotional realities and business imperatives. Combining the tasks and the levels in a matrix creates four elements for workplace recovery:

• Empathy—this element weakens the old at the level of emotional realities. It is described as "Letting people know that leadership acknowledges that things have been difficult and, for at least a while longer, will continue to be difficult" Actions that can be taken are:
  • Acknowledging realities and difficulties of transition and adaptation
  • Offering workshops to raise awareness of transition dynamics and the adaptation process
  • Using symbols, ceremonies, and forums to end the old
• Engagement—This element weakens the old at the level of business imperatives. It is described as "Creating understanding of and support for the need to end the old and accept new organizational realities". Actions that can be taken are:
  • Communicating and providing opportunities for involvement
  • Helping people prioritize their work and get it done
  • Diagnosing and eliminating barriers to adaptation
• Energy—This element strengthens the new at the level of emotional realities. It is described as "Getting people excited about the new organizational realities and supporting them in realizing them". Actions that can be taken are:
  • Clarifying a vision of a new and better organization
  • Creating a learning environment and opportunities for short-term wins
  • Connecting with people and providing support while accepting confusion and backsliding
• Enforcement—This element strengthens the new at the level of business imperatives. It is described as "Solidifying perceptions, expectations and behaviors that are congruent with the desired post-transition organization." Actions that can be taken are:
  • Involving people in bringing the vision to life
  • Aligning systems and operating standards with new organizational realities
  • Tracking the development of the desired post transition organization

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