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 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? Top
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Related articles
More articles on Organizational Change:
Is 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.
Now We're in Chaos
- Among models of Change, the Satir Change Model has been especially useful for me. It describes how people
and systems respond to change, and handles well situations like the one that affected us all on September
Eleventh.
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.
What Keeps Things the Way They Are
- Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook
other processes that work to keep things the way they are. If we begin by changing those "regulator
processes" the difficulty can sometimes vanish.
Improvement Bias
- When we set about improving how our organizations do things, we expose ourselves to the risk of finding
opportunities for improvement that offer very little improvement, while we overlook others that could
make a real difference. Cognitive biases play a role.
See also Organizational Change and Organizational Change for more related articles.
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Coming April 23: On Planning in Plan-Hostile Environments: I
- In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.
And on April 30: On Planning in Plan-Hostile Environments: II
- When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
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