Sue Blair
Time Magazine
 

1. Try to obtain solid information from trustworthy sources - your boss
and/or union representative. Don't rely on gossip -- and don't foment it.

2. Volunteer for any task force that will study the feasibility of change or propose new processes/procedures that accompany a change in technology. It's vital for the copy desk to be heard from.

3. Give change a chance: some kinds of change can enhance the value of your
job, thus increasing your job security.

4. Be flexible; demonstrate a willingness to take on new responsibilities.

5. Ask management to support your willingness to accept change by providing
you with advance training for new technologies and tasks.

6. Give your boss non-judgmental feedback on problems that arise with new
technology and processes. Your boss wants everything to work smoothly.

7. Accept the fact that quality will take a temporary downturn during periods of transition, whether the transition is to new tasks and technology, or to doing the same amount of work with fewer people. Don't be hard on yourself if some of the things you do best slip a little.

8. Remember that no one - not your boss, not upper management - likes change
any more than you do. Treat everyone (yourself included) with extra
consideration as changes take place.

9. Schedule time for the things you enjoy doing outside the workplace,
especially with friends and family. Try to leave the problems of the workplace behind when you go home.

10. Rent a video that will make you laugh - the
sillier the better. I suggest "Monty Python and the Holy Grail," "Young
Frankenstein" and the Fawlty Towers "Health Inspector" episode.
Laughter never fails to lift you above the overly serious parts of life.
 

Pam Johnson
Poytner Institute

1. As difficult as it may seem to be, the most important thing you can do
individually is to stay focused on your job. Do
the best you can everyday.

2. If you have questions about what is changing,  ask questions. If you are a manager, communicate information and most important always discuss the context for the changes that are taking place. And make  it possible for employees to ask questions both openly or anonymously. Use every  way possible to communicate--staff newsletters, daily  updates, face-to-face,
Q&A's.

3. If change has created unworkable situations, help solve the problems.
Don't let bad situations continue.

4. Change is stressful. It affects everyone. Understand that you aren't the
only one adjusting. Seek out those who seem to be working through change.
They may have good advice for you.

5. Among the most serious and real concerns for employees and managers alike
is the fear of losing your job or fear that you won't succeed if your job changes substantially. It is normal to have these  feelings. Seek out your supervisor or other trusted person to talk through your  concerns.

6. For managers, the most important thing you can do for your staff is to be
visible, readily available and fully engaged  daily in the action. Seek
feedback. Listen carefully to concerns. Fix what you can. Explain clearly the things that
must happen. Keep inviting their ideas. For employees, you are on the front
line and see a different perspective. Speak up; offer  ideas.
 

7. Take advantage of training, hone your technical skills, identify other
areas in which you need training. If training is not  readily available, turn to senior staff or managers for coaching or advice.

8. Take responsibility for your career. The  reality of the workplace today is
that jobs are not guaranteed and neither is  stability. Identify what's
important to you and your career. Then act. Seek and pay
for training you need. It's well worth your investment to prepare yourself for new
opportunities.

9. Keep balance in your lives. Journalists are  passionate about their work and often consumed by it. Having a variety of  interests can keep you from being consumed by what's going on in the newsroom

10. Change will be constant in the news business.  Be flexible. Follow the many
stories and analyses of trends affecting  business, such as multi-media
partnerships. Be willing to work with new ideas, new technologies.
 
 
 

 Walt Stallings
The Dallas Morning News

1. Each employee needs to understand that change will inevitably happen in their jobs, and that they should be prepared to embrace it. In the long run, change will make their careers more fulfilling.

2. The innate curiosity that journalists have about the world around them is
a useful tool in coping with change. Asking questions and solving problems
are key factors in the change process, and journalists do those things
normally in the course of their craft. Apply your skills to your situation.

3. Understand that managers direct the concept of  change and set the course, but that the rank and file employees actually  carry it out. Look at that as an opportunity to take a role in making your job  or your area work better for you and your co-workers.

4. Fundamental change in the newsroom is not something that happens and is completed. It is an ongoing process that evolves once the fundamentals are in place and everyone understands the general  course. Don't accept the problems that come with change as mandates that
can't be fixed.

5. Communication is what makes the process of  change work. Communication
should be what journalists do best. Use your job  skills to understand what
is happening and to have an impact on making it work the best it can.

6. Journalism is built on fundamental principles. Employees have an
obligation to speak out if they feel the change process is threatening those
fundamental principles. This goes back to  communication. Remember, a process
that causes us to revisit our core beliefs and  re-evaluate them if necessary
is invariably a good thing for the employees and  the company.

7. During the change process, managers need to be told how the process is affecting employees so unnecessary problems can  be avoided or addressed. This may need to happen more than
once, so stick with it. You need to be an advocate for yourself and your
area.

8. View change as an opportunity, not a threat. Use it to your advantage and
look for ways it can be used to improve the  product, streamline how it is
produced or better serve readers and advertisers.  Remember, an environment
that is comfortable with change is one where problems can be addressed.

9.  Understand that change will not make everything better. Successful change is something that makes the overall  picture better on balance. Problems will arise, do your part in addressing
them. Accept that there may be some negative consequences that can't be
corrected or can't be corrected quickly.

10. Change breeds change. Done correctly, things  should get better and more
opportunities for improvement should present themselves. Do your part as a
valuable employee of the company to look for ways  to help that process work. That's how organizations are successful, and that  is how jobs are best
secured for the long term.
 
 
 

 Teresa Schmedding
Daily Herald

1. Don't let the bad things linger in the shadows -- confront them head on. Whether it's people, process, computers, give this immediate attention before it can fester or get lost in the shuffle.

2. Initiate change; don't be a victim.

3. Offer alternatives; don't be an idea assassin.

4. Admit your mistakes, set them right. If  an idea is bad, be brave enough to let it go.

5. Focus on the most important battles.

6. Don't try to control the uncontrollable.

7. Don't expect the paper to reduce your stress  or solve your problems of
its own initiative.

8. Don't try to play new game by old rules.

9. Embrace change. It's coming, it's here, it's  coming again.

10. Maintain your personal credibility. A time of  crisis creates an atmosphere in which heroes and leaders are born,  and failures die. The choice is yours.