Within your question, I see two areas to address.
First, each of us has our own process we undertake when facing any type of change. William Bridges talks about this in his change model and book, “Managing Transitions.” http://www.amazon.com/Managing-Transitions-Making-Most-Change/dp/0738213802 During any change effort, individuals go through three phases: Ending, Neutral, and Beginning. Within each phase there are unique characteristics and behaviors individuals and organizations go through. Each phase is necessary, normal & natural responses to change. Based on your comments within the question, I would guess you are knee deep in the ending phase. As a senior manager, your ability to engage and direct employees is imperative to not only your success but the organization’s as well. I would suggest, as Ms. Bowen did, that you look at what is causing your turmoil over the situation and then discuss with your boss.
Second, there is concern for all the change that seems to be constantly occurring and ends with the desire to identify a way to “objectively measuring success of a reorg.” Within that question lies a multitude of lacking information. I would first want to learn:
1. What measures the design team looked at that told them a reorganization was in need?
2. Were those measures being tracked prior to the reorg?
3. Have they presented each of these “structural changes” as separate initiatives or steps in a longer process to get to
the ideal state?
4. Have key stakeholders, outside the design team, been engaged in the rollout of the change?
5. How often has information been flowed out about the change?
Based on your question and the fact that you are in management, I gather that the design team has not done a good job at describing the What, How, Why, and When of the change. The more employees understand what they are doing, why they are doing it, and what they can expect from the change, the more likely they will respond positively to it.
I hope this response gave you some insight and thought starters.