Merging Cultures

Programs & Events -> Past Programs -> Summary: Merging Cultures

Merging Cultures, presented by Anne Litwin Ph.D.

Have you ever worked for a company that underwent a merger?  or a company that was acquired by another company?  Or were you part of a department that joined with another department?  How did the merger/merging go?? Whether you are dealing with the merger of organizations, the joining of departments within an organization or the entry of increasingly diverse populations into the workplace, the process is invariably unsettling for all.  

In Part 1 of this workshop we did a simulation in which we explored the dynamics that typically happen when culturally diverse people enter an existing system. In Part 2 we looked at a framework for creating constructive outcomes of merging cultures.



We described the values, decision making style and taboos of 4 typical work cultures:

• the Order Culture
• the Spirit Culture
• the Relational Culture
• the Rational/Technical Culture.

Here's what the 4 groups came up with:

ORDER CULTURE

Strengths
- Focus on Task (accomplishment)
- Clarity (expectations, process, accountability etc.)
- Consistent treatment of people
- Evidence-based leads to 'real' results/improvements
- Having a structure/framework (with some flexibility) frees people to focus on the work and not spending valuable time constantly figuring out or inventing the process
- The structure can include hierarchy, teams, or whatever is best for the organization

How Decisions are Made
- Organized way
- Clear authority and accountability
- Input can come in variety of ways
- Implementation plans/timetables

Taboos
- People who don't operate within the framework
Motto (we didn't get entirely comfortable with this - needing more time)
- "Security of structure" or
- "Getting things done"

Values
- Boundaries
- Dependability
- The Strengths listed above



Relational Cultures