An acquisition is always based on a financial proposition. But once the papers are signed, success depends on the effectiveness of managers and employees. Their effectiveness will increase if the following needs are met (not ranked in order of importance):
1. The need for a common vocabulary. By providing a common language through training, people on both sides of the deal are able to communicate more effectively. Without this coaching, people may be using the same terms to mean different things, or they may lack the language to discuss many of the merger concepts accurately. Communication tangles increase confusion and slow down integration progress.

2. The need to manage expectations. By helping people understand what to expect and by validating what they are likely to experience, it makes it much easier for people to manage themselves through the transition process effectively. .

3. The need to know the three phases of human transition in every deal. By recognizing the predictable human dynamics of each of these phases, people are better able to move through the transition process quickly and with as little pain as possible. This accelerated transition allows the work forces to refocus their energy and attention on customers and competitors sooner than they would otherwise.

4. The need to understand that not all levels of the organization move through the three phases of transition simultaneously. It’s likely that senior leaders will progress through the transition phases ahead of the rest of the organization ...