By ANITA BRUZZESE
Gannett News Service

When employees hear the word "change" they often think: "Here we go again."

Companies are big on change these days. Many workers are often clueless as to why changes are being made, or the importance of being able to change things in an organization quickly and effectively. All they know is they've been told to "change."

And that is why change frequently doesn't happen and businesses fail.

Charles H. Bishop Jr., a Chicago-based consultant on change, said employees must be given a clear indication of why alterations must be made.

"We get into what I call `CEO speak,' which means that employees are given the same message as shareholders or the board of directors. But people who work for a company are more interested in understanding what a change means to them and the rationale behind it."

At the same time, management often "soft-pedals" the message on why change should be made. Bishop counsels corporate clients when it's time to tell workers.

He added that workers should understand that businesses unable to respond to a changing marketplace quickly and effectively will fail.

Bishop also believes organizations must build on those individuals who are capable of change. Some people just don't want to change and will fight it.

"There are people who have a proven track record of change and those that can put very, very serious skid marks on change," he said. "Management has got to know the people in order to make it work."

For example, Bishop said "A-players" are people who make change happen when placed in key positions. They not only respond positively to change, they drive it and are eager to jump in and experience new things. A Harvard University ongoing study launched in 1978 found that A-players produced 37 percent of a company's profit growth.

"B-players" are receptive to certain types of change, while "C-players" are comfortable with change only within their limited area of expertise.

"These people are often technically proficient, but you must not confuse technical competency with the ability to change. And the D-players? They are often rigid and conservative and not only will they resist change, they may even sabotage it."

Bishop rejected the notion that age has anything to do with the ability to change, as he has seen both "brilliant" college graduates and veteran high-level executives fail because they can't think outside certain parameters.

"The active responders are the ones that are adept at and eager to learn from change-related experiences," he said. "They don't try to blame someone else when they make a mistake or try to cover it up. They see failure as an opportunity and take the initiative."

If you're interested in more information on individual or corporate change, consider his book, Making Change Happen One Person at a Time (Amacom, $27.95). To contact Bishop, call Joanne McCall at (503) 245-3107 or e-mail joanne@teleport.com.

Write to Anita Bruzzese c/o: Business Editor, Gannett News Service, 1000 Wilson, Blvd., Arlington, Va. 22229-0001. For a reply, include a self-addressed, stamped envelope.