After reviewing my research material it is very evident that merging institutions fail to acknowledge the 'people' element within the process - which can become very costly or lead to failure of completion.
A few common themes arise regarding communication with internal stakeholders (or the people merging effects) and I am considering how I want to frame the paper to address how to navigate these common challenges.
Communication needs of team undergoing a merge:
Internal teams or internal stakeholders need a voice in the process. Information should not be filtered with a top down communication model. Internal teams need to feel PART of the process.
The new vision needs to be clear and communication delivery needs to be timely and appropriate to audience. A lot of upper management or boards create this as they go or forget establish exactly what they meant even after a merge is complete. Too much time for communication to be delivered allows misguided information to be created among internal teams and fosters mistrust due to looming unpredictability.
The team's identity needs to remain intact or transform so loss of identity is not realized. Role clarification is mandatory.
Vision - Voice - Identity
Possible titles for Literature Review: Validating Vision and Voice within a Merging Team
Ok ok - it needs some work. Titles last. Paper first.
I've also arranged an interview with an employee currently in merging transition and I will be developing questions around the content of my paper to ask her.
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