Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 1;   January 5, 2005: On Beginnings

On Beginnings

by

A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?

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.

Winter dawn in Boston

Winter dawn in Boston as seen from the Cambridge bank of the Charles River. Photo by Tara Bithia. Courtesy Cambridge Fire Department.

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? Go to top Top  Next issue: Emergency Problem Solving  Next Issue

101 Tips for Managing ChangeIs your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!

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Related articles

More articles on Organizational Change:

ChangeIs It Really Resistance?
The term resistance, as used in the context of organizational change, describes our reluctance to abandon the status quo. But it's a loaded term, because it devalues that reluctance. When we approach change with this model of reluctance in mind, we sabotage our own efforts.
Penguins look before they leapLook Before You Leap
When we execute complex organizational change, we sometimes create disasters. It's ironic that even in companies that test their products thoroughly, we rarely test organizational changes before we "roll them out." We need systematic methods for discovering problems before we execute change efforts. One approach that works well is the simulation.
Masks of Tragedy and ComedyThe 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.
The Scream, by Edvard MunchComfortable Ignorance
When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work, our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting reality and dealing with it, we can make faster progress toward real achievement.
An empty theaterOrganizational Roots of Toxic Conflict
When toxic conflict erupts in a team, cooperation ends and person-to-person attacks begin. Usually we hold responsible the people involved. But in some cases, the organization is the root cause, and then replacing or disciplining the people might not help.

See also Organizational Change and Organizational Change for more related articles.

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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