| Crash!
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| | technological advance, new market trend,
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| Aaarrrgh!
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| | a corporate restructure, new people to
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| The scream of a manager scurrying to cope
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| | manage, or anything else -- I suggest you
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| with yet another organizational,
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| | identify what's driving your resistance
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| technological, competitive, market,
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| | and make an effort to overcome it as soon
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| industry, socio-political or other kind
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| | as possible.
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| of momentous change.
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| | In fact, I urge you to seek out change
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| Yep. Managing in today's world is a bit
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| | before it really begins to affect you,
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| like walking through a field of
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| | your team or your company. That way, you
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| land-mines -- any moment now another big
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| | won't be caught off guard... and, in
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| change is going to erupt and irrevocably
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| | fact, you'll be ahead of the game.
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| alter the landscape.
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| | Now, you'll need to use your judgment
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| And you never quite know when or where
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| | about which change is worth preparing for
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| it's going to explode... or what it's
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| | -- which technologies are likely to
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| going to do to the environment.
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| | impact on you, which market forces are
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| Let's face it...
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| | for real (rather than temporary fads),
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| Whatever tools you're using today... next
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| | and which corporate maneuverings will
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| year they'll be different.
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| | likely affect you and your team.
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| Whatever your customers want today...
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| | And you'll need to think carefully about
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| next year they'll want something
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| | how to respond -- should you rush to
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| different.
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| | seize an opportunity... or move more
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| Whoever your major competitors are
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| | slowly, to see what unfolds. (It may pay
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| today... next year they'll be different.
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| | to move slowly. For example, in the mid
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| Okay, maybe the year after next year.
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| | to late 1990s, many companies, large and
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| Or maybe before the year is out!
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| | small, lost a lot of money in the rush to
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| Whether you like it or not, you will
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| | reinvent themselves for the Internet.)
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| confront change.
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| | As a manager, you'll also need to guide
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| But since history shows that those who
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| | your team to accept and embrace change.
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| resist change get left behind, I suggest
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| | Whether it's getting them to use a new
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| you start liking it!
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| | software program, to brainstorm solutions
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| You see, although I've painted a negative
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| | to new problems, or to work with new
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| picture of change -- as a field of land
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| | people.
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| mines -- I really shouldn't have.
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| | At the end of the day, coping with change
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| Change is good. It's great! If it wasn't
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| | is really about how you think about
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| for change, we wouldn't enjoy the high
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| | change.
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| living standards we have today, would we?
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| | If you focus on what you can gain from
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| So why do we sometimes tremble at the
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| | the change, rather than what you may
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| thought of change? Fear? Inertia?
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| | lose, you'll see it in a far more
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| It's probably a natural human instinct.
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| | positive light and be better able to deal
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| But if you do find yourself resisting an
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| | with it.
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| impending change -- whether it's a
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