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Mergers and acquisitions seem to have become a part of today’s world. This trend is not restricted to any particular industry or geography .Have a look at the M & A page at Livemint.com to scan the sheer number and magnitude of such deals.

Common among all mergers and acquisitions are factors relating to due diligence, the financials, the potential synergies etc between the acquirer and the acquired. While all of these are undoubtedly important, often neglected -because of the more visible and easy to grapple numbers and figures- is the human element captured as the organization’s culture.

All of us love the comfort of the status quo. This applies from simple things like the time we wake up, the place we sit, the route we commute and so on to the complex like new business processes, new technologies and new organizations at work.

We respond to change in many ways:-

  • Ignore it and look the other way until we simply have no choice
  • Fight it tooth and nail
  • Accept it enthusiastically as something for the better

Jeffrey M. Hiatt, is the author of ADKAR: a model for individual change management. As he puts it so well ” Organizations don’t change. People within organizations change.”

Based on his study of over 900 organizations in 10 years, Hiatt lays down 5 most basic requirements for a person to achieve and sustain a change:-

  • A – Awareness of the need for change
  • D- Desire to support and participate in the change
  • K- Knowledge of how to change
  • A-Ability to implement the change
  • R-Reinforcement to sustain the change

These are to be followed in sequential steps. You cannot rush into the third phase without having the first two in place.

Change is inevitable. As John A. Simone, Sr. wrote ” If you’re in a bad situation, don’t worry it’ll change. If you’re in a good situation, don’t worry it’ll change.”

What matters is your ability to deal with it.

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This is the 81 st of the “A Step A Day” series : To provide perspective and provoke thought to facilitate self-development across a wide spectrum of issues- big and small- crucial for executive success.