A framework for facilitating adaptation to organizational transition

Purpose – Transitions – including mergers, acquisitions, downsizings, and restructurings – are used by organizational leaders to accelerate the achievement of strategic objectives. However, the manner in which most transitions are implemented runs counter to research findings on the process of effective change management and, in particular, disregards the natural process of human adaptation. As a result, mismanaged transitions tend to have negative consequences for organizations and their members. Ironically, the characteristic of transitions that prompts individual and organizational strife – the capacity to disrupt the status quo – also enables an opportunity for individual and organizational renewal. For that to occur, however, members must make progress through the natural process of adaptation. This paper aims to propose a framework for facilitating adaptation to organizational transition, to both overcome the undesirable consequences of transitions and to accelerate achievement of the transition's strategic objectives. Design/methodology/approach – This is a conceptual paper based on a review of the literatures on adaptation and transition and the author's own experience as a researcher or consultant in over 100 major organizational transitions. Findings – The framework presented here should contribute to both the practice of organizational change management and empirical studies of interventions to facilitate individual adaptation to major organizational transitions. Originality/value – The framework introduced in this paper should have a direct and substantial impact on transition management, employee well being and organizational effectiveness. It should minimize the negative consequences of transitions and accelerate the process of adaptation to organizational transition.