Posted July 1999

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And New for Something Completely Different:
Managing Change in Your Work Life
By Jill Geisler, The Poynter Institute

There are plenty of books available on the subject of change in business. Most of them have been written for managers who have to make it happen.

You can pick from any number of theories on how to change organizations: quality circles, total-quality management, re-engineering, team-building. You know the buzz phrases.

But what about you, the employee?

How do you personally manage your career and your life when change happens, when you find yourself with a new manager, new company structure, or new corporation? How do you assess your changed or changing circumstances clearly and constructively?

Let’s face it; it isn’t easy. Change is unsettling at best, terrifying at worst. Figuring out how you fit in–and whether you want to fit in–is an important skill.

Let’s work on it.

First, accept the fact that journalists are some of the worst candidates for dealing with change.

We are skeptical, and some us are even cynical. We demand proof of what we’re told. The person addressing us about the wonderful changes ahead in our organization had better be a mesmerizing speaker, with facts to back up claims, or we don’t buy it. Our built-in bull detectors are hypersensitive, although sometimes they register false positives.

Journalists love to point out inconsistencies: "Two years ago they told us to do just the opposite." "This was not clear in the memo." "Other places never do it this way."

We like to think that by finding these conflicts, we can keep status quo. It rarely works.

Journalists are mouthy, contentious debaters, who love a good argument. We’re big on "the principle of the matter," which we often confuse with "my position on the matter."

Journalists are insecure. Yes, for all the power we supposedly wield, many among us have an acute case of "impostor syndrome." We often doubt our own talents. We don’t make tangible things like cabinets, don’t win big cases in courtrooms, don’t heal sick people.

We work with words. We tell tales. We’re only as good as our last big story, exclusive, award, or ratings spike.

We worry a lot.

Is it any wonder, then, that change appears as a mortal enemy?

Yet change has swept our vocation. Deregulation, mergers, acquisitions, and convergence have marched, like occupying armies, into our newsrooms. We’ve seen casualties among our ranks–from people to entire institutions.

We worry more.

The problem with worrying is that it does absolutely nothing to help you manage change. So set it aside. Replace worry with wisdom. Be wise about analyzing change and your role in it.

Act on reason–not on emotion.

Here are some guiding principles to get you through your "and now for something completely different" adventure.

Five pretty darn certain principles of change

Change happens. It will happen to you.

New owner, new boss, new systems, new standards: Any or all are likely to be a part of your career. Expect it.

Change isn’t fair.
Successful operations get sold. Popular bosses get replaced. Hard-working employees lose jobs. It doesn’t seem right. But good people displaced by change usually do well in the long run.

Change creates more work.
New leaders change systems, seek efficiencies, and set new goals, all of which can result in increased workloads for staff. The additional work may be permanent or temporary, a burden or an opportunity.

Change requires communication.
Poor communication makes change more difficult. Leaders should explain changes of system and philosophy, but often do it poorly. Employees can reduce confusion and frustration by seeking answers rather than making assumptions.

Change can be a time of self-renewal.
Employees who carefully analyze their new situation may find themselves rededicated to their employer, or ready to move to a workplace that is a better fit for them.

Five pretty darn good pieces of advice about change

Be a saver.
Save money, of course. It can embolden and cushion you, if you find yourself in a worst-case change scenario. (Don’t ever ever pass up a date with a 401k plan.) But be a saver of stuff, too. That means your best work. Great stories. Clippings. Awards. Memos of praise. Doing this does not make you an egomaniac. It makes you prepared to prove your worth to some future boss.

Suspend disbelief.
This is tough. But start with the assumption that a new regime may have some good ideas. After all, think of all the things you’ve complained about for years. The old ways weren’t always the best ways. Forgive the newbies for little sins at the outset–for things that are oversights or ignorance. Give them a little time to learn.

Communicate.
If change requires communication, remember your part in it. Confused? Concerned? Ask questions. Be a reporter. Learn everything you can about the new regime. Knowledge is power, especially in times of change. Rumors can devastate morale–yours. Don’t get caught in the rumor game. Get all the facts you can.

Consider the O-L-R equation.
In the end, there are three things that determine your job satisfaction: Occupation-Location-Remuneration.

Occupation: Do you like your job? Do you look forward to going to work? Do you believe in the goals of the organization? Are you challenged? Do you feel respected, valued? Are you doing good work?

Location: Do you care about your community? Like the weather? Live near family? Love your neighbors? Feel comfortable and connected? Feel you can bloom where you’re planted?

Remuneration: Are you paid what you’re worth? Sure, we all want more, but are you getting a fair wage? Are you rewarded in other ways: with training, good assignments, growth opportunities?

Check your O-L-R equation. What do you have? One of three? Two? Three of three? Based on your equation, you can decide whether it is time to leave or stay in your current job. If you have three of three, don’t be tempted to switch jobs for a few dollars more. Not unless you know without a doubt that the new position is another three-out-of-three.

Think cultural anthropology.
Yup. When your gut is churning from dealing with change, and you think your workplace is going downhill, take a cue from cultural anthropologists.

When they study societies, they look at "mores" and "folkways." Mores (pronounced MORE-ays) are the underlying values of a culture; they are enduring. Folkways are the customary practices; they change and evolve. Here’s an example.

More: Many Americans believe in God.

Folkway: Many stores used to be closed on Sunday, the Lord’s Day. When consumer demand led companies to do business on Sundays, the more (value) didn’t change, but the folkway (custom) did.

Be careful not to confuse the two. For journalists, our mores, our values are extraordinarily important. We are protective–and should be–of our independent, truthtelling responsibility. But don’t misconstrue a change in the folkways of your organization as an assault on its mores. Keep your emotions in check and analyze the situation carefully.

That said, if the mores are in tatters, chances are you’re the one who’s more than ready for change–a change of employer.

In the end, remember that change need not be something that "happens" to you. You can do more than anticipate it. You can manage it.

And that’s pretty darn good.

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