Merging Cultures

Whether as a result of a merger or acquisition, or simply because the nature of their work differs from each other, you may have groups or teams in your organization who are odds with each other culturally and behave accordingly.

The result may be misdirected energy and efforts, an inconsistent understanding of goals and direction, and a tense, conflict-riddled environment. The financial and emotional toll on the organization is significant, and particularly in the case of a merger or acquisition, a huge disappointment relative to expectations.

There are many ways to bridge the cultural divide. We begin with a process of deep listening, and move to develop a framework of productive dialogue and conflict management skills. Then, depending on the situation and what is required of those involved, we design a program of integration to build mutual understanding and, if appropriate, collaborative action, to address a common purpose. As part of the process, we develop a set of operating principles to manage respective expectations and behaviors.

During the program we may use one or more self-assessment instruments to help participants learn to value and leverage differences through understanding themselves and others better. As with all our engagements, our programs are designed to transfer skills to participants to create lasting change in the organization.