Public sector downsizing programmes provoke changes in the organizational structure of a Brazilian state foundation. This teaching case describes the merging process of two of its departments. As a result Helena, the head of one of them, will loose her managerial position. The change is conceived at closed doors and Romualdo, the president of the foundation, is wondering how he is going to communicate the decision to Helena, who is his friend and has been working in the organization as long as him. The strategy he eventually uses is to phase the information in three different meetings, so to convey the impression to Helena that change was gradual and participative. The case is narrated from the point of view of Helena.
organizational culture and change; transparency in decision making; gender studies in management
