As newspaper people, we find it difficult to think in engineering terms. If you take a look at how a road is built, details such as how and when to employ a detour are set in place long before construction begins.

Those details are all outlined in a set of plans.

The tendency for newspaper folk is to wing it. “We will figure that out when we get there,” is a common refrain.

We should take some hints from the engineers. This is particularly evident as we work over outdated processes.

“The trouble with the future is it’s no longer like it used to be,” as Bob Boylan notes in his book, “Get Everyone in Your Boat Rowing in the Same Direction.”

“Because of global competition and technology ... things are simply more competitive and moving faster.”

In the newspaper industry, we tend to be a bit slow moving and reactive anyway. But deep in our hearts, we know change in processes, in everything from advertising order entry to gathering and presenting content, is soon coming down the pike.

First, though, we must overcome the enemies of process change.

Who are they? Here are a few to consider:

*The Bureaucrat - This character not only lives “by” the rules, but “for” the rules. “We must follow this rule no matter what,” according to this enemy of progress. In process change, many of the old rules should be reconsidered and some probably be thrown out the window. The bureaucrat, however, will fight tooth and nail to preserve the way things are because “it is the rule.”

*Chicken Little - Assured that the sky is falling - or will be when adopting new methods, technology and policies - this enemy of change can set the whole operation on edge. Whatever little bit of truth can possibly be latched on to his or her statements (like maybe a few tiles of the actual sky drops on the floor), this forecaster of doom can unnerve even the most stalwart and dedicated to successful change. At the minimum, Mr. or Ms. Little can be a huge distraction from focus.

*The Foot Dragger - Although they are not as concerned with the rules as the others mentioned earlier, one rule they live by is this one: “Change is bad.” Procrastination, excuses, and general impediment and obstruction are the tools of their trade. Often these people think that if they can drag out the overall implementation, the project will never get done. They may be correct.

*The Over-Optimist - This enemy of process change is a tough one to deal with, mostly because they are so agreeable. Their approach is simple: no problem, nothing to worry about, everything will be fine. Unfortunately, their approach is unrealistic. Real problems are not tackled in time. Potential headaches are never seen until the plank connects with the forehead.

*The Expert - Everyone loves a know-it-all, especially when that person is instructing leadership on the “proper” method of doing a process change. Second-guessing, confusion and doubt spin expertly from this source.

*Captain Chaos - Some people just love scrambled eggs. If things are not a wild mess with no hope of ever coming together, well, they are not happy. Their comfort zone is a disaster area.

Fortunately, for every enemy of process change, there are also allies. You’ll want to remember that, especially after having that meeting with Captain Chaos and the Foot Dragger.