"You can change anything you want, but you can’t change everything you want."
—John Rogers, Peter McWilliams

Another year has come and gone. Goodbye 2008; hello 2009. Things change. Stuff happens. What’s fine today is folly tomorrow. Take a moment to consider how computers, cell phones and recent world events have changed our lives. It becomes obvious to the most casual observer that we better be prepared to handle change. What exactly does it mean to “handle change”?

Change Management

Change management has become a corporate buzzword. But what is it? More importantly, what can you actually do to manage change?

Let’s start with what you can’t do. If you try to manage change the same way you manage a stable routine situation, you’re going to have real problems. You need to recognize that change is usually under-managed—even simple changes. People up and down the chain of command are often too resistive, too reactive and too closely tied to the old ways.

With a new year less than 24 hours away, here are a few ways to manage change, instead of letting change manage you.

View Change with a Positive Attitude

You might disagree with a change taking place in your organization. But as the old saying goes, if you can’t beat ‘em, join ‘em. If the change is going to be implemented anyway, then you might as well be upbeat and even enthusiastic about it. Remember that your attitude and morale affect those of the employees you work with. So don’t be grudging in your acceptance of the change.

Wrong: “I don’t like it either, but, hey, my hands are tied and that’s just how it’s going to be.”

Right: “This is the way it is now (or is going to be soon.) The old way has been discarded (or changed). We must figure out the best tactics to use to handle it.”

Invite Resistance

The 15th century political theorist Machiavelli wrote these words in The Prince:

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions and lukewarm defenders in those who may do well under the new.”

Machiavelli is basically making the old “I’ve-been-doing-it-this-way-for-25-years-and-it’s-always-worked” kvetch. The best way to take the steam out of this type of resistance is to welcome it. Only you need to be prepared to show why the new way is better, or at least necessary.

Communication Paves the Way for Change

When people understand the why’s and wherefore’s of the new way of doing business, they gain some feeling of participation. But too often companies, governments and leaders in general make changes and enforce them without communication beforehand.

Employees should be kept informed of proposed changes that might impact them well before those changes become official. It’s best to communicate changes and their purposes verbally and in writing before, during and after the change takes place.

Make the Change Slowly, If Possible

When it comes to change, you may not have the luxury of time. For example, if you discover that a certain practice is dangerous or causing your company to bleed capital, you need to change it right away.

But if immediate change isn’t necessary, try not to rush it. By the same token, try to implement the change before it becomes necessary to give people at your organization the chance to adjust.

Pass Out “Psychological Paychecks”

According to Business as Unusual by Price Pritchett, Ph.D. and Ron Pound, Ph.D.

"Sometimes you’re not in a position to give employees more in terms of tangible rewards. But there is no limit to the intangible rewards you can provide. . . These psychological paychecks require little effort on your part and cost the company nothing. They represent an excellent way for you to compensate your people for the extra effort required of them during times of transition and change."

After the change is in effect, make a special effort to thank those who are affected by it. It’s been shown over and over again that a compliment or a simple “thank you” can make a huge difference in a person’s mood and behavior.

Conclusion

It’s been said that the only person who likes change is a baby in a wet diaper. Perhaps this is true. That’s why you need to make an extra effort to help your workforce accept and adapt to changes in the way they work. Remember that the way you handle change is a reflection of your management ability as well as your personal maturity.

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