Quotes About Transition

Wij zijn als regendruppels die, tegen het raam van een voortrazende trein geblazen, met kleine rukjes verder kruipen; niemand kan precies voorspellen welke weg ze zullen volgen, al komen ze op den duur wel allemaal aan de rand van het glas terecht, om te vervloeien en te verdwijnen.

As it was, getting out of the car that night Coolidge said to Jager: "It's wonderful to ride in a horseless wagon." Then a pause: "But it won't amount to much!

The trees are Indian Princes, But soon they'll turn to Ghosts; The scanty pears and apples Hang russet on the bough; Its Autumn, Autumn, Autumn late, 'Twill soon be Winter now. Robin, Robin Redbreast, O Robin dear! And what will this poor Robin do? For pinching days are near.

Bare twigs in April enhance our pleasure; We know the good time is yet to come.... Bare twigs in Autumn are signs for sadness; We feel the good time is well-nigh past.

their chests. Mr. Ryu tells us to get off the bus and go inside

Before Socrates, philosophers were primarily interested in explaining the world around them and the phenomena of that world—in doing what we would now call science. Although Socrates studied science as a young man, he abandoned it to focus his attention on the human condition.

My mother groan'd, my father wept Into the dangerous world I leapt, Helpless, naked, piping load, Like a friend hid in a cloud.

I have to start my real life soon, before I die of boredom and frustration.

Genuine beginnings begin within us, even when they are brought to our attention by external opportunities.

The single biggest reason organizational changes fail is because no one has thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers all too often forget that people have to let go of the present first. They forget that while the first task of change management is to understand the desired outcome and how to get there, the first task of transition management is to convince people to leave home.

In the neutral zone, people are overloaded, they frequently get mixed signals, and systems are in flux and more unreliable. It is only natural that priorities get confused, information is miscommunicated, and important tasks go undone. It is also natural that with so much uncertainty and frustration, people lose confidence in the organization's future and turnover begins to rise.

It is for these reasons that managing the neutral zone is so essential during a period of enormous change. Neutral zone management isn't just something that would be nice if you had more time. It's the only way to ensure that the organization comes through the change intact and that the necessary changes actually work the way that they are supposed to.

Lacking clear systems and signals, the neutral zone is a chaotic time, but this lack is also the reason the neutral zone is more hospitable to new ideas than settled times. Because the neutral zone automatically puts people into Bessemer's situation, it is a time that is ripe with creative opportunity.

The task before you is therefore twofold: first, to get your people through this phase of transition in one piece; and second, to capitalize on all the confusion by encouraging them to be innovative.

Selling problems is, in fact, the investment that pays long-term dividends by making people more ready for particular organizational transitions—and for a world of continuous change in general.

Embrace losses, setbacks, or disadvantages as entry points into new solutions.

And although it may be hard to think about larger issues while you are in the immediate turmoil of a transition, you must finally deal with them if you are to understand not only what is happening, but why, when, and how it is happening. In other words, I am not telling you to stop bailing - just to cast an eye over the map and think about where your little boat is heading.

Successful new beginnings are based on a clear and appropriate purpose. Without one, there may be lots of starts but no real beginnings. In fact, there may be one start after another in a sequence of changes that tires out everyone without solving the underlying problems. Without a beginning, the transition is incomplete. And without transition, the change changes nothing.

The purpose, the picture, and the plan all omit something: a part for them to play. Until that is provided, many people will feel left out and will find it difficult to make a new beginning.

You also need to give people a role in dealing effectively with the transition process itself. The easiest way to do this is to be sure that everyone has some role on one of the planning task forces, climate survey groups, problem-solving circles, or transition monitoring teams.

Second Law of Organizational Development: the successful outcome of any phase of organizational development triggers its demise by creating challenges that it is not equipped to handle.

Third Law of Organizational Development: in any significant transition, the thing that the organization needs to let go of is the very thing that got it this far. Discovering that law is painful, especially when you feel that you owe everything to the people, the culture, the style of management, or the strategy that "got you this far.

The second form of reinforcement is a particular kind of consistency: the consistency of your own actions. Regardless of the confusions surrounding a new beginning—and you're sure to have your own share—you have one reliable point of leverage in moving people out of the neutral zone: the example of your own behavior.

Such conflicts are reminders of the Fourth Law of Organizational Development: whenever there is a painful, troubled time in the organization, a developmental transition is probably going on.