If change is new constant, we must continuously emphasize our priorities.  In a project, stakeholders need to know rankings of: Scope, Schedule, Budget and Quality.  They CANNOT all be equal.
Too often a project is run without clear knowledge by the team and acknowledgement by management as to what is the main priority for success.  During all projects, changes happen and the art of change control and balancing trade-offs occurs. 

Trade-offs revolve primarily around the areas of: Scope, Schedule, Budget and Quality.  All project stakeholders must know the rankings. Which one is most important and must stay the course in accordance to the plan - it cannot change.  Then which one is ranked the lowest so it becomes the first one to change as needed.

Example: if Budget is the king, it cannot move, the project must finish within XY budget.  Then the others must be ranked, for example Quality is number 2, Scope is number 3 and Schedule is number 4.  If changes are needed then Schedule is looked at first. Attempt to alter number 4 and still achieve project success criteria (sacrifice trade-offs in the area of Schedule).  Then if that is not enough, in sequence, can look at Scope, then Quality.  Finally, only as a last resort, would one look at budget.

So be clear and communicate the rankings to the team, since you will want their involvement to help develop innovative ideas how to respond to changes. This prioritization will also help people be more aware of risks that can impact the high ranking areas (tune in their focus). You can create a simple table in your charter, have the four headings and rank them from 1 to 4 in order of importance.  

Often we are naive in the sense that "change will not occur much to our project". Be open in your discussions as to which area will be managed first when the changes start a coming. Also, collaborate as much as possible on how to manage the changes and stay within the prioritized success criteria.