Issue 27
March 2000

Three ways to cope with change

Few people like change, but Patty Corwin believes there may be a good reason why people in the Northern Plains are especially averse to it. "Historically, we have harsh conditions and short seasons to accomplish things.  Thus, it's more difficult to take chances," she says.

Corwin is a sociologist at North Dakota State University, as well as a professional speaker.  Of her 37 speech topics, she says her address on dealing with change is the most requested, and indeed, it was the topic requested of her for the Prairie Grains Conference, last year's meeting of the MN and ND wheat and barley associations.

Producers (including her new son-in-law; Corwin's daughter recently married a Minnesota grain grower) are not the only ones experiencing change.  "In fact, I don't know of any industry that's not undergoing change." She says there are three ways to cope with change:

• Fight it.
• Deny it.
• Face it, analyze it, and work with it realistically.

"No matter how much change there is, keep actively aware of your world," says Corwin.  "It's the best possible way to keep track of your future."

Looking for the good life? According to NDSU sociologist Patty Corwin, here's one definition of it, by R.J. Leider and D.A. Shapiro: "Living in the place you belong, with the people you love, doing the right work—on purpose."

Twelve principles for managing change

1.  Thought processes and relationship dynamics are fundamental if change is to be successful.

2.  Change only happens when each person makes a decision to implement the change.

3.  People fear change if it "happens" to them.

4.  Given the freedom to do so, people will build quality into their work as a matter of personal pride.

5.  Traditional organizational systems treat people like children and expect them to act like adults.

6.  "Truth" is more important during periods of change and uncertainty than "good news."

7.  Trust is earned by those who demonstrate consistent behavior and clearly defined values.

8. People who work are capable of doing much more than they are doing.

9.  The intrinsic rewards of a project are often more important than the material rewards and recognition.

10. A clearly defined vision of the end result enables all the people to define the most efficient path for accomplishing the results.

11. The more input people have into defining the changes that will affect their work, the more they will take ownership for the results.

12. To change the individual, change the system.

(From Lynco Associates, Inc., www.lynco.com, which has been developing strategies and providing training for companies experiencing change since 1979.)