Every organizational system has its own natural “immune system” whose task it is to resist unfamiliar, and so unrecognizable, signals. That is not necessarily bad.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place.

The second warning is not to overwhelm people with a picture that is so hard for them to identify with that they become intimidated rather than excited by it.

Plans are immensely reassuring to most people, not just because they contain information but because they exist.

The real difficulties, in short, come from the transition process. It.

Endings occur more easily if people can take a bit of the past with them. You are trying to disengage people from it, not stamp it out like an infection. And in particular, you don’t want to make people feel blamed for having been part of it.

Given the ambiguities of the neutral zone, it is easy for people to become polarized: some want to rush forward and others want to go back to the old ways.

Yesterday’s ending launched today’s success, and today will have to end if tomorrow’s changes are to take place. Endings are not comfortable for any of us. But they are also neither unprecedented breaks with the past nor attempts by those in power to make people’s lives miserable.

Beginnings establish once and for all that an ending was real.

In fact, many endings represent the only way to protect the continuity of something bigger.