We like to think that we can leap directly from a desire for change to a single insight or decision that will complete our reinvention. As a result, we remain naive about the long, essential testing period when our actions transform (or fail to transform) fuzzy, undefined possibilities into concrete choices we can evaluate.

Neither Lucy nor Pierre planned their way into their transitions, nor did they kick things off with a good dose of self-analysis. Instead, events in their lives and work led them to envision a new range of possible selves, the various images—both good and bad—of whom we might become that we all carry.

A working identity, however, is not merely what we do and with whom; it lies also in the unfolding story of our lives. Throughout a career transition, the narratives we craft to describe why we are changing (and what remains the same) also help us try on possibilities. June’s attempts at explaining herself—why she wanted to make such a seemingly “crazy” career change, why a potential employer should take a chance on her, why she was attracted to a company she had never heard of a day before—were at first provisional, sometimes clumsy ways of redefining herself. But each time she wrote a cover letter, went through an interview, or updated friends and family on her progress, she better defined what was exciting to her, and in each public declaration of her intent to change careers, she committed herself further.

Dan McIvy’s story below illustrates that as we explore possibilities, we start to recognize, question, and eventually dismantle some of the basic operating principles that are at the foundation of our working identities: what kinds of relationships we develop with the institutions in which we work and with our colleagues, and what kind of balance we strike between our private and professional lives.

Even though our basic assumptions often remain hidden from our conscious awareness, they nevertheless determine how we manage our careers. Too often we fail to question them, even if they are obsolete or wrong. Precisely because they are taken for granted, basic assumptions are very hard to change. When they remain implicit, we only make incremental change. We only move from one situation into another that is superficially different. The organization or even the industry and sector may change and the coworkers may be different, but in the end, we fall back into similar roles and relationships, reproducing the same work and life structure we had before. Why? Because our working identity has remained the same.