How to achieve integration on the human side o the merger

Abstract

Blake and Mouton use an actual case of a successful merger to show how their Interface Conflict-Solving Model, based on behavioral science principles, can be used to achieve integration. The authors outline the history of the two organizations, give illustrations of the kinds of changes that were necessary to more from the actual state of affairs within each organization to the conditions needed for synergy, and explain how the merging organizations collaborated to develop a model for the interface. The merger is evaluated from the perspective of what happened during the two years following the merger. Blake and Mouton also elaborate on the dynamics of group behavior that they took into consideration in designing the Interface Conflict-Solving Model: the effects of group members' shared history; the natural tensions that typically exist between groups that have a functional relationship and misperceptions and distortions that arise as a result of these tensions; and win-lose competitiveness instead of a win-win mentality as a shared expectation. Finally, the authors show how shared participation can overcome inappropriate and debilitating competition.