As the leader of the organization being acquired, I would give Price Waterhouse some advice to help them through the company's transition period by building a management team. I believe this is fundamental to creating successful change in any organization. In addition, cohesion among employees will be more effective overall. In the last two months of the company before the change, I would create a team of honorable employees consisting of managers and workers. The goal of this change management team would be to send a clear message to avoid any confusion within the ranks of employees. Additionally, the team would help answer questions and give advice to employees; who will be leaving the company in the near future, as well as employees who may change positions, or employees who may be transferred to another division entirely. I believe that by building a team to help manage the new changes, the next three months following the acquisition will become a smoother transition. Over the next three months, I would ask the team to focus on the retained employees, reassuring and guiding them that letting go of the old company culture, thinking about the new culture and adapting to it should be easy. This would ultimately give employees more productive and efficient work in the future and in the long term, and make them more comfortable with the transition. William Bridges has some good ideas about the change called the marathon effect that will give employees a better understanding of the transition. Trust and honesty endure when people are direct in the ending or letting go phase and will ultimately help people move more easily into the neutral phase and then eventually the new beginning. By implementing the change management team, the organization members will have easier and better understanding of the next two months of preparation for the final phase of the business, such as layoffs, job changes and promotions. Then after the acquisition the neutral phase will begin with the help of the change management team. This will be done by training people to adapt to new jobs, understanding the new culture and ways to behave now that the company has changed. Since the company was experiencing a high growth rate before the acquisition, the company as a whole may not statistically experience a high growth rate like in the past when the company had 200 people..