It's early winter in Boston, the very beginning of the year, and I set out before dawn for my morning circuit of the Charles River's lower basin. The city is waking, preparing for the coming day, but the basin is still quiet.
Normally, I don't see the dawn, but I'm a little earlier than usual, and at this time of year, the sunrise is as late as it gets. As I come around the turn in the path below the Longfellow Bridge, I see a pink tinge in the clouds to my left. I realize that on this morning the view of the sunrise from the Cambridge bank will be striking. So I decide to follow my usual path, but in the opposite of my usual direction.
I cross the Longfellow Bridge, walking backwards much of the way, to face the sunrise. The sky in the East brightens steadily, and the clouds change from pink to red to a glorious orange. Walking upstream on the Cambridge side, I notice sunlight in the treetops, gradually working its way down to ground level. And then the sun falls directly on me. The beginning of the new day.
Beginnings can be filled with possibility — inspiring and exciting. And then letdown can follow, when our aspirations don't come to pass, or when we encounter obstacles that trip us up in frustratingly familiar ways.
Here are some tips for handling beginnings.
- You can't change the past
- At least one element from the past is always with us — ourselves. Life is repertoire — new efforts often involve many of the same people, who bring with them not only their experiences, but also the problems of the past. Fresh starts usually aren't really fresh.
- See things as they really are
- Beginnings can be filled
with possibility —
inspiring and exciting
- Events, like sunrises or new years, can seem more significant than they really are. When the sun rose over the Charles, the world didn't change — the city's birds kept singing and the river's waves kept waving. The flow of events is often more continuous than we recognize.
- Seek inspiration in the real
- When a transition of true significance arrives, it might not be marked by dramatic shifts in Nature, or astronomy, or the calendar. When we depend on the newness of the effort, or a new year, or a sunrise, to indicate significant transitions, we might let other important transitions pass unnoticed. Find inspiration in what's really happening, where the opportunity really lies.
- Focus on the truly new
- What is new is the chance to try again, this time with a memory of past experience. Maybe we've learned something. Maybe we can make different choices this time.
Helen Keller once said that when one door closes, another opens. But sometimes doors open all by themselves, often without our noticing them. Is a door opening for you? When did you last check? Top Next Issue
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More articles on Organizational Change:
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- The Ties that Bind
- Changing anything in an organization reveals how it's connected to its people, to its processes, to
its facilities, and to the overall context. Usually, these connections reach out much further into the
organization than we imagine.
- Letting Go of the Status Quo: the Debate
- Before we can change, we must want to change, or at least accept that we must change. And somewhere
in there, we must let go of some part of what is now in place — the status quo. In organizations,
the decision to let go involves debate.
- When Change Is Hard: I
- Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use
— and there are many methodologies available — difficulties can arise. When change is hard,
what's happening? What makes change hard?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
Forthcoming issues of Point Lookout
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- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.