I wrote about liminality a couple of years ago, as a framework for thinking about change and transition. I was in my own period of in-between at the time, and it writing it has helpful for me, and arguably resonated for many others. The thing about liminal transitions is that typically it’s personal or organizational. Today, it is societal. We are all going through the same transition, together, at the same time. That can be a bit daunting.
Change is a process. And while it is a difficult one, it doesn’t need to be quite so painful and messy as what we often experience. Better navigating change requires recognizing that most of the transition happens in the space between what was and what will become. We need to let go, and be guided through that transition. That requires rethinking some of what we know and believe about projects and change.
How we deal with complex problems is challenging. Our minds evolved to take shortcuts and make things easy. There is a lot of danger in doing so when we confront truly difficult situations. We need to find simple—but not simplistic—ways of communicating complex and complicated relationships and information.
We have a deeply ambivalent relationship with uncertainty. In part, we are hard-wired to like clarity, and black-and-white world-views are as tempting as they are dangerous. So when we are faced with situations where there are no clear answers or easy choices, we find ourselves squirming in acute discomfort.