Survivor Guilt

What happens is the people who stay with the organisation through a period of turmoil and change often find that (rather than being relieved when it is all over) they feel all sorts of other emotions - and these can be overwhelmingly negative emotions, with a consequential negative effect on the performance of the organisation.

In effect the Change Managment process has not finished yet, but very often management want to look forwards and get busy doing new stuff.

The degree to which the "Survivor Guilt" impedes the organisation will depend to a great extent on the processes used to date. If things have been "done to" rather than "done with" then moving forwards will look quite different compared to where a whole systems type approach to change would put you.

If damage does exist in the organisation then it is critical to begin by recognising "the Elephant in the room" and starting to talk about it. Everyone kind of knows its there anyhow, so why pretend it isnt ?

So what ? Well, if there is some concern that the change is not embedding and delivery as it might be expected to then the first step is to recognise this and then decide how you will choose to move from here. Don't ignore it and hope things get better by themselves. They might, but at what cost to the people in the organisation and it's effectiveness for your clients and other stakeholders?