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9. Managing Change
Change is inevitable for individuals, organizations, and the society. According to Duck
(n.d.), change is intensely personal. For change to occur in any organization, each individual
must think, feel, or do something different. Change needs to be understood and managed in a
way that people can cope effectively with it.
Managing change means managing the conversation between the people leading the
change effort and those who are expected to implement the new strategies, managing the
organizational context in which change can occur, and managing the emotional connections that
are essential for any transformation. The critical task in managing change is to understand how
the pieces balance off one another, how changing one element changes the rest, and how
sequencing and pace affect the whole structure (Duck, n.d.). It entails thoughtful planning and
sensitive implementation, and above all, consultation with, and involvement of, the people
affected by the changes. If you force change on people normally problems arise. Change must be
realistic, achievable and measurable. These aspects are especially relevant to managing personal
change.
To become a successful project engineer, he should be competent enough to accept, adapt
and contribute to change. He should be able to communicate change, be flexible, versatile, and
solve problems by formulating creative ideas and effective solutions. The more effectively he
deals with change, the more likely he is to thrive.


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Figure 1 shows the managing change model.

9.1 Communicates Change
As a project engineer, he should clearly communicate the facts of the situation, and does
not leave the client, team, and organizations uninformed. He should be able to display his
commitment to change and convey it successfully.
The primary use of communication in change is to create clarity. The project engineer has
to ensure that everyone at least understands what he is trying to achieve. Well-planned
communication can also help people feel positive about a change and lessen the impact of
resistance.
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According to Miller (2011), there are four ways to communicate change effectively. The
first way is to use face-to-face, two way communication as much as possible. People value face
value and dialogue. It takes more time than e-mail, but it is more effective. Initiate conversations
with people. Avoid making scripts as it inhibits dialogue. The second way is to enable sponsors
to demonstrate a real commitment to communication and be involved in the creation of the
communication strategy. The more people take an active role in building the plan, the more
likely they are to take an active role in delivering it. The third way is to tailor messages to the
receivers perspective. People have different interests, history, experiences or culture. What
people need and expect can also vary depending on their career stage. The way a person
perceives a message differs from the other. If he can connect to them, he has an opportunity to
get his message across. The fourth is to seek feedback and, take it on board, wherever it is
possible.
Aside from the ways to communicate change effectively, there should be strategies for
successful change communications. Miller (2011) stated there are four components to successful
change communications, namely: brand, strategy, plan, and measurement. A communication
brand can create an identity for the change and help create initial enthusiasm as it symbolizes a
break with the past. A communication strategy outlines what is to be achieved through
communication and the overall approach. It would cover topics such as objectives, guiding
principles, risk mitigation, key messages, style and tone. The communication strategy sets the
framework for the more detailed communication planning. A communication plan details
specific objectives and activities for the communication of a specific change initiative. It is
guided by the communications strategy and is designed to build commitment for the change,
reduce resistance and ensure implementation occurs. It would detail audience, methods of
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delivery, who, when and where. So the plan is much more specific, more detailed and tactical
than the strategy. Under measurement, change communication tracks that the plan is becoming a
reality. It allows change agents to appreciate the effect communication is having in terms of
understanding, disposition and behavior.
Effective communication plans allow people involved in change to become more
committed to the change. It also gives people guidelines so they know exactly what is expected
of them and how to focus their efforts for maximum success, which can help them to feel part of
the change process and bring eventual success (Miller, 2011).
9.2 Flexibility
As a project engineer, he should be able to adapt to the changes and stay positive in
dealing with situations in order for the team members to function properly.
Things are constantly changing. Everything does not always stick to the plan. That does
not mean the plan will fail. The key to solve this problem is to be flexible and open to change.
Try to imagine all good things that might happen as a result to change. The feeling of
uncertainty with a new situation is normal (Erickson, n.d.). Another way is to simply
concentrate on what you are doing. Ask yourself a few questions about it. Pay attention to
exactly what it is youre thinking about. Tracy (n.d.) stated that rather than asking what youre
doing, ask yourself why youre doing it. Stop everything and think, then decide if what you are
doing is best for the team. The more easily you can adapt the more successful will you be.


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9.3Versatility
Versatility is defined as the ability to understand differences in communication
preferences and to adapt to make others more open and receptive creating more effective and
productive relationships. According to Leimbach (n.d.), Versatility is a skill that can be learned,
and people who have it find it far easier to work together with others toward shared
organizational goals.
Versatility comes with the recognition that people have different styles and that each has
unique strengths. Once people know their own style and understand style differences, they can
learn how to modify behaviors to make it easier to exchange information and work together to
make decisions in a way that is more effective for the whole team. As a project engineer or a
manager, they can adapt to different expectations and needs based on their recognition of
employees styles when making decisions.
Over time, as both managers and employees develop higher levels of Versatility, they
can quickly recognize the indicators of different styles and adapting to them becomes an integral
part of how they communicate (Leimbach, n.d.). Their research showed that a highly versatile
individual is perceived as an effective communicator someone who has good people skills, a
trusted leader, and is a very successful negotiator, salesperson, and manager. A versatile
leadership team can more quickly adapt to the needs of employees who have moved into new
roles, and versatile employees can shorten the time it takes to become productive in reconfigured
work teams, whether they are working together virtually or at the same site.
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The Social Styles Model is developed by Wilson Learning. Wilson Learnings social style model
defines four primary communication styles Driver, Expressive, Amiable, and Analytical. As
the model shows, the four styles vary in terms of behaviors reflecting the dimensions of
Assertiveness (Tell) versus Responsiveness (Ask) and People versus Task orientation. Drivers
and Expressives tend to be more Tell oriented, while Amiables and Analyticals are more Ask
oriented. Analyticals and Drivers are more Task oriented, while Amiables and Expressives are
more People oriented.


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9.4 Problem Solving
Problem solving and decision-making are important skills to be a project engineer.
Problem-solving often involves decision-making, and decision-making is especially important
for management and leadership. There are processes and techniques to improve decision-making
and the quality of decisions. Problem-solving and decision-making are closely linked, and each
requires creativity in identifying and developing options, for which the brainstorming technique
is particularly useful.
Nickols (2010) stated that a very useful framework for thinking about the change process
is problem solving. Managing change is seen as a matter of moving from one state to another,
specifically, from the problem state to the solved state. Diagnosis or problem analysis is
generally acknowledged as essential. Goals are set and achieved at various levels and in various
areas or functions. Ends and means are discussed and related to one another. Careful planning is
accompanied by efforts to obtain buy-in, support and commitment. The net effect is a transition
from one state to another in a planned, orderly fashion. This is the planned change model.
The analysis of a change problem will at various times focus on defining the outcomes of
the change effort, on identifying the changes necessary to produce these outcomes, and on
finding and implementing ways and means of making the required changes. In simpler terms, the
change problem can be treated as smaller problems having to do with the how, what, and why of
change. Problems may be formulated in terms of how, what and, why questions.
As a project engineer, he should be able to think of creative ideas and effective solutions
that can be scientifically applied in managing change. Truly creative problem solving happens
when we stay open to possibilities, draw on the contributions of many perspectives, and consider
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all options before choosing from among the best solutions. Avoid jumping too quickly to
problem resolution. Reyes (2013) stated that effective problem solving starts with an open mind
and a willingness to draw on multiple perspectives.
9.5 Adaptability
Adaptability is defined as the ability to change or be changed to fit new circumstances. It
is a crucial skill for leaders, and an important competency in emotional intelligence. Being able
to adapt to change is a competitive advantage for a person, as a leader and for the team or
organization.
As a leader, it is therefore crucial to make a concerted effort to understand people of
different cultures, and cultural adaptability has become a leadership imperative. In order to
become a successful leader, he or she must be willing to get of his or her comfort zone, and learn
continuously as a way of adapting to changed surroundings. This marks a key difference between
successful and unsuccessful leaders.
When a person has done something in the past and a particular solution didnt work, he
tends to avoid it. This kind of mindset can make the person rigid, unresponsive to change, and
unwilling to learn and adopt new ways, all of which can have an impact on his ability to survive
and succeed in the long run. According to Martinuzzi (2009), people who score high on the
adaptability competency are able to deal more positively with change, and they are able to do
what it takes to adapt their approach and shift their priorities.
According to Edwards (2002), the following are the notable characteristics of highly
adaptable managers. Highly adaptable managers react and respond exceptionally well to
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unforeseen change, often energized by it. Adaptable managers often are excellent mentors for
new employees because they can easily accommodate the schedule changes necessary to guide
or help orient another into a new position. They do their best on short-term projects that require
their immediate, focused attention. When a new process or procedure is implemented these
managers are great at encouraging at others., adaptive managers also find creative ways to get
the job done with little cost to the bottom line or department morale when an employee is out for
an extended period.











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Conclusion
Change is unavoidable. Change for organizations both large and small, whether in the
private, public or voluntary sectors has been inevitable for the past decades or so. Change needs
to be understood and managed in a way that people can cope effectively with it. In order to
become a successful project engineer, he must be able to manage change. Change management is
a systematic approach to dealing with change, both from the perspective of an organization and
on the individual level. It is also about the making of changes in a planned and managed or
systematic fashion. It could also be defined as the response to changes over which the
organization exercises little or no control. The task of managing change also includes managing
its impact on people. Change management is crucial to the survival and development of
organizations. The more effectively he deals with change, the more likely he is to thrive.
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Shown in the figure above are the five subtopics in the subject, Managing Change. The
topic managing change is divided in to five parts, namely: communicates change, flexibility,
versatility, problem solving, and adaptability. These subtopics are essential to handle changes
effectively in the organization, team, solution, and the like. Based from the results of the research
paper, adaptability, versatility, and flexibility are connected to one another. A successful project
engineer must be able to adapt to and communicate change and must be flexible and versatile.
He must also be able to think of creative ideas and productive solutions to solve problems in
managing change.
For communicating change, people can get confused about the purpose of communication
in change. The primary use of communication in change is to create clarity. The project engineer
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has to ensure that everyone at least understands what he is trying to achieve. If he does not
communicate change effectively with his team members, it will cause or heighten resistance. Do
not rely on technology, since a face-to-face, two way communication is more effective. A large
number of organizations have become heavily reliant on written communication, something
which goes directly against the human need for dialogue. People respond to two-way
communication, so finding a way to open up conversation is a crucial step to powerful
engagement processes. There are four ways to communicate change effectively with others. Four
components, which are brand, strategy, plan, and measurement, that are needed for
communication strategy and planning are also needed in order for communication of change to
be successful. If he is able to communicate change effectively with his team members, they
would be more committed to change. His team members would feel confident that the change is
real, and that they will be given enough time and the appropriate training to learn how to use the
change successfully.
For flexibility, a project engineer must be able to adapt to the changes and stay positive in
dealing with situations in order for the team members to function properly. He must be open to
change and be flexible in thinking of solutions to the problem. He must have a positive mindset
that the change is good and things might get better. He must pay attention and concentrate
properly so that he could decide on something that is best for the team. The more he can easily
adapt, the more success will he attain.
Versatility is another trait a project engineer must have. Versatility is all about being
open to new ideas or skills, taking the initiative to build on those new concepts, and having an
optimistic attitude toward his own ability. It helps the project engineer to recognize that people
have different styles and that each has unique strengths. They can modify behaviors in order to
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exchange information at work effectively. As a project engineer or a manager, they can adapt to
different expectations and needs based on their recognition of employees styles when making
decisions. Versatility is also about having a positive attitude toward change and new ideas. When
he is truly versatile, he will also be ahead of the game by learning not only the relevant skills for
his now but those for his future goals as well.
Problem solving and decision-making are important skills to be a project engineer.
Problem-solving often involves decision-making, and decision-making is especially important
for management and leadership. Problem-solving and decision-making are connected to each
other. As a project engineer, he should be able to think of creative ideas and effective solutions
that can be scientifically applied in managing change. Truly creative problem solving happens
when he stays open to possibilities, draw on the contributions of many perspectives, and consider
all options before choosing from among the best solutions. Jumping quickly to conclusions must
be avoided.
Adaptability is also an important trait to become a successful project engineer. It is laso
connected to flexibility and versatility. As a project engineer, he must be understanding to his
team members. He she must also be willing to get of his or her comfort zone, and learn
continuously as a way of adapting to changed surroundings. He must be abl to react quickly and
respond exceptionally to unexpected changes. He must do his best on his projects. He must
constantly keep on getting better at his job.


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Reference List

Duck, J.D. (n.d.). Managing Change: The Art of Balancing. Retrieved November 07, 2013, from
the World Wide Web: http://hbr.org/1993/11/managing-change-the-art-of-balancing/ar/1
Edwards, D. (2002). Adaptability: An Essential Tool for Managers. Retrieved November 08,
2013, from the World Wide Web:
http://www.uiowa.edu/hr/relations/hrrep/mgr_essential_tool.pdf
Erickson, M.H. (n.d.). Be Flexible and Open to Change. Retrieved November 08, 2013, from the
World Wide Web:
http://www.jobdig.com/articles/315/Be_flexible_and_open_to_change.html
Leimbach, M. (n.d.). Versatile Communication: Avoiding the Hidden Costs of Communication
Misalignment. Retrieved November 09, 2013, from the World Wide Web:
http://www.wilsonlearning-americas.com/index.php/agency/versatile_communication/
Martinuzzi, B. (2009). The Leader as a Mensch: Become the Kind of Person Others Want to
Follow. Retrieved November 08, 2013, from the World Wide Web:
http://www.mindtools.com/pages/article/newLDR_49.htm
Miller, D. (2011). Successful Change: How to Implement Change through People. Retrieved
November 07, 2013, from the World Wide Web:
http://www.changefirst.com/uploads/documents/How_to_communicate_change_successf
ully.pdf
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Nickols, F. (2010). Change Management 101. Retrieved November 09, 2013, from the World
Wide Web: http://www.nickols.us/change.pdf
Reyes, S. (2013). Problem Solving in a Changing Workplace. Retrieved November 09, 2013,
from the World Wide Web: http://tribehr.com/blog/problem-solving-in-a-changing-
workplace
Tracy, F. (2010). Embrace Flexibility to Create Positive Change. Retrieved November 10, 2013,
from the World Wide Web: http://tinybuddha.com/blog/embrace-flexibility-to-create-
positive-change/