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\n<\/div>\nAnnouncement of the Kamchatka module<\/h2>\n
A lot of MBA programs in Europe and the US include off-campus team-building modules like hiking or white-water rafting. And there’s a reason for that. The Kamchatka module is where real friendships lock in. You get to see who people really are, because the usual habits and roles just don’t work out here. What kind of stuff helps with that? Pitching tents in the snow or digging out and reinforcing a giant 6x6 meter firepit with your classmates. When there’s no script to follow, no roles to hide behind, that’s when people show up as they are. And honestly, it’s when you meet yourself too.<\/p>\n
The first details and prep instructions for the upcoming Kamchatka module were shared back in May 2018 and the trip itself took place in April 2019. It was introduced by Andrey Volkov, who was originally supposed to lead the expedition. Unfortunately, he couldn’t make it. Volkov is the founding dean of the Skolkovo Moscow School of Management and one of its key visionaries. He’s now leading large-scale projects, including one aiming to get five Russian universities into the global top 100 rankings<\/a>. Participants were encouraged to start preparing early, learn to ski if they didn’t already and build up regular aerobic workouts 3-4 times a week.<\/p>\n We were also asked to write an essay to reflect on where we were in life, imagine the future we wanted and map out a plan for how to get from here to there. Once our essays were done, we shared them in small groups and had open discussions. That process really helped build even more trust among classmates. To help us get into the right mindset, Andrey Shapenko <\/a> shared a template INSEAD<\/a> ,which gave us a clear structure to follow and made it easier to dive in.<\/p>\n I flew to Petropavlovsk-Kamchatsky from Saint Petersburg with a layover in Moscow. All my classmates joined in at Sheremetyevo and we all took the same flight from there. My flight left St. Pete at 1:15 PM and we landed in Petropavlovsk at 10:05 AM. The whole trip took about 9 hours and 45 minutes, with a 9-hour time difference.<\/p>\n When we landed, two Ural trucks were waiting for us as regular cars can’t make it to the base, “Snow Valley<\/a>” where all the action happens. The trucks were converted into buses with huge low-pressure tires that can handle deep ruts and rough trails. The ride to the base took about two hours through the wilderness. We got there around 1:30 PM, got settled into our cabins, had lunch and kicked things off with a briefing.<\/p>\n The briefing was set up as a series of stations:<\/p>\n For those who showed enough skill and wanted to take the sportier route, a series of early morning training climbs was planned to test freeride abilities out in real conditions. I got into the sport group.<\/p>\n A 25-hour day wrapped up with dinner and a quick briefing on what was coming next.<\/p>\n P.S. This winter, I finally realized I can’t stand snowboarding. Before the 2018–2019 season, I’d hit the slopes maybe once or twice a year and only to hang out with friends. But once Kamchatka was announced, I ended up going about 15 times that season. We even made a special trip to Sochi for some extra practice at the end of March 2019. Turns out my body wasn’t too happy about it either. In Sochi, I wiped out on the slope so badly they had to call an ambulance that evening. And a couple of weeks before the trip, I developed a heel spur from all the extra running and had to scale back my workouts just to keep going.<\/p>\n Up at 6 AM, quick snack, skins on the skis and we set off in a small group along a forest trail heading up «Mount Goryachaya<\/a>». The hike took about two hours. Physically it wasn’t too hard, especially if you’re into running or anything like that. Around 350 meters of vertical gain over about 5 km.<\/p>\n Then Roman Bryk, the leader of the sport group, rides down the main slope and watches as the rookie freeriders take on the steepest part. Everyone’s got their own style: some confidently bomb down on their boards, others gently belly-flop their way down, lazily swinging their skis, trying to catch some air for balance. I had two edge catches and a couple of falls and then, finally, I was at the bottom. The rest of the descent felt more like drifting through a spring flood in slow motion, just kind of gliding between trees without much control. Proud as hell (!), I made it back to the base second to last, fully aware that with my current technique, I wasn’t having much fun. By the time I got there, everyone else was already gathered for breakfast.<\/p>\n The guides take a hands-off approach, no tips, no advice, unless something on your gear actually breaks. You signed up for this, so it’s on you to keep up with the pace. It really makes you feel your own responsibility out there. You quickly get a better sense of your limits and of yourself. It’s a great example of what “just enough” support looks like for adults in a team or group setting. If you can’t keep up with the group, don’t go. And if you do go, don’t count on luck or someone else getting you to the finish line you’re the one responsible.<\/p>\n They split us into two groups. Our group jumped on snowmobiles and took off at 11:00 AM, riding across open snowy plains and occasionally climbing up and down mountain trails. When the wind picked up and the snow started blowing, if you didn’t have your buff pulled up, it felt like tiny shards of ice hitting your face. At one point, I spotted a snow-white hare sprinting ahead of us totally outpacing the group. By 1:00 PM, we made it to a canyon where we had some off-route free riding. The best part is dropping down from the ridge at full speed for a few moments, you can’t see more than a couple of meters ahead and it feels like you’re flying straight down. Almost like falling. Total adrenaline rush.<\/p>\n At 2:00 PM we reached the spot where the two groups met back up, the others returned from their part of the trip by helicopter. We set up a table and had lunch, soup in giant thermoses that had been brought over from the camp.<\/p>\n We flew up to the crater of Mutnovsky volcano in two helicopter runs. Up there, you’re surrounded by boiling pools of sulfuric acid nearly 400 degrees and thick yellow clouds of steam that smell like rotten eggs. One breath and it hits you, you can’t breathe, it just shuts everything down. Over some of the boiling spots, crusty caps form on the surface, but it’s impossible to tell where the solid ground ends and the acid pool begins. You have to be really careful where you step.<\/p>\n Our group took a helicopter to a nameless bay in Avacha<\/a>, while the other group headed back to the base by snowmobile. At the bay, a few of us guys decided to take a dip. Later, we took a boat out to see the Steller sea lions. One male weighing up to a ton usually leads a group of around 50 females, each about 350 kg. We flew back to the base, had dinner at 9 PM and called it a day. Well, sort of we headed over as a little crew to one of the cabins for a tea ceremony and stayed up chatting until midnight.<\/p>\n Starting on day 3, we shifted our focus to thinking techniques. Everyone had the option to join one of four groups: Corporations, Intelligence, Psychosomatics or Entrepreneurship. The day before, we were asked to choose our group, but they didn’t tell us which moderator would lead which one. That was intentional, so we’d pick based on what actually interested us, not who was running it. The groups ended up pretty evenly split. There were four moderators: Konstantin Dikovsky, Pavel Mrdulyash, Artyom Denisov and Egor Maslov. The group presentations were moderated by Sergey Gradirovsky. The discussions were made even richer with help from Maksim Feldman and Milena Milich. Alena Myakisheva and Anastasia Tkachuk helped with all the logistics. I chose the Entrepreneurship group. The rest of what I’ll share is based on our group’s work and what we dug into together.<\/p>\n Each of the next three days followed the same rhythm: 10:30 AM–2:00 PM – focused group work with moderators. Each group had its own space, some met in cabin kitchens or living rooms, others in the restaurant area. Our group worked in the hotel lobby. The whole base was turned over to us for the module, so we had total freedom and didn’t get in each other’s way.<\/p>\n 2:00–3:00 PM – lunch After each presentation, we moved into a “questions for understanding” section, basically a dialogue. The presenter had to clarify and defend their points, while the rest of us asked questions. The moderators brought their experience into it too, they would unpack each group’s conclusions in reverse, pointing out gaps in logic or shaky assumptions that the whole argument was built on. The discussion was led by Sergey Gradirovsky. He had a great way of keeping things focused, if the back-and-forth started turning into a debate, he’d cut it off with a clear “noted” and we’d move on. I’ve definitely borrowed that one for myself. One important rule at this stage: no opinions allowed, only questions.<\/p>\n Next came the “judgment” stage. This is where listeners could finally share what they thought about the presentation and give feedback. The presenting group wasn’t allowed to respond or jump into discussion, just listen. The best approach was to take a piece of paper and write down each comment point by point.<\/p>\n 7:00-8:00 PM – dinner.<\/p>\n 9:00 PM-... – reflection on the day’s presentations. Each group gathered in whatever way worked best for them, some met where the main discussions had taken place, others headed to the pool. By the way, the base doesn’t have a hot water problem, quite the opposite. There’s plenty of it flowing straight from the natural hot springs on site. The tricky part is the cold water. Sometimes, while taking a shower, you realize it’s basically boiling because the cold water in the tanks has run out. The pool was something else, it’s outdoors, filled with naturally hot spring water. You sit there, snow falling around you and every now and then you catch a hare darting past along the edge of the pool.<\/p>\n I have to admit, by the middle of the second day, I (like a few of my classmates) still had no idea what we were really dealing with. And when yet another presentation got unraveled and the group’s defense was torn down, we started voicing our confusion out loud, turning it into a pretty heated dialogue, all eyes on Pavel Mrdulyash for answers. It wasn’t until the third day that we started to grasp the value and logic behind the method. Even then we still had questions.<\/p>\n I’ve got a couple of guesses as to why there was so much confusion during those first couple of days. First – Pavel Mrdulyash deliberately didn’t “lower the bar.” He kept the discussion at his level and expected the rest of us to reach up to it, rather than meeting us where we were. Second – we didn’t sync up on our levels of understanding from the start. On day one, there was no common ground. In hindsight, it might actually be worth making some reading mandatory for future groups, like starting with something by Pyotr Shchedrovitsky. These thoughts came out of a conversation with Denis K., Hey!-)<\/p>\n Our “Entrepreneurship” group was moderated by Artyom Denisov, an MBA-6 grad, we were MBA-8. His style was calm and steady, gently steering the discussion and helping us out of dead ends without pushing too hard. He facilitated things with a light touch. The good part is that Artyom never slipped into the “expert” role, which was great. The not-so-good part was that maybe the group could’ve used a bit more shaking up now and then.<\/p>\n Each of the three days, our group worked on the same topic. But with every round, we refined the definitions, our position and the core problem. By the third day, we finally started to see how the whole process fit within the methodology.<\/p>\n To explain the method, I’ll describe the conceptual framework as it landed in my own head. Georgy Shchedrovitsky in his talks<\/a>, and later the moderators during the intro sessions, made a bold, provocative claim: most people don’t actually think, and even if they do manage to think something through once, there’s no guarantee they can do it again. One key formula that shaped everything that followed: Experience = Action × Reflection.<\/p>\n The key concept in this methodology is reflection. In Shchedrovitsky’s view, reflection is the ability to really see the full picture, not just looking back at what happened, but also looking a little bit ahead. Planning and design come from that forward-looking kind of reflection. It’s when you stop asking, “What did I do?” and start thinking, “Okay, what if I do this, then what?” That kind of mental play, thinking a few steps ahead, eventually turns into planning, designing and building out real strategies.<\/p>\n The whole situation is described starting from the current position (M1) and then the desired future state, the target model (M2) is projected. Each situation is described using the format: context, object, person. The person, in a way, rises above the situation and constructs the next desired state while in a reflective position.<\/p>\n 1. Context<\/b> Example:<\/i> a volatile, export-driven, developing economy; a banking system going through a crisis; a strong presence of technical universities.<\/p>\n 2. Object<\/b> Example:<\/i> an entrepreneur who owns several businesses across different industries with a managing partner in each one handling the day-to-day operations.<\/p>\n 3. Person<\/b> Example:<\/i> 30 years old, has a strong team, international education, personal resources, connections to investors who are ready to back a new venture, speaks multiple languages and is into triathlon.<\/p>\n I was surprised how much easier it is for a group to understand a situation when you visualize it. With words, people can mean different things even if they say the same thing, but visuals are usually a lot more clear.<\/p>\n That made me realize something: visualization is a really important skill for an entrepreneur. The better you are at it, the faster you can connect and align with other people. In complex situations, pictures often explain things better than words. Visuals help you show what really matters, focus on the big stuff and leave out the extra details.<\/p>\n To make sure everyone understood the visualization the same way, we had to talk through the key concepts first. That way, we all had a shared understanding. Over the three days, we kept coming back to the word entrepreneur, because how we defined it changed how we saw the whole situation. By day three, we landed on something like this: an entrepreneur is someone with limited resources, who creates value through action and takes on personal risk to do it.<\/p>\n According to the methodology, finding the real problem happens across three levels. While working on the topic of entrepreneurship, we followed this path:<\/p>\n At the first level of problem-finding, you usually get statements like: lack of self-belief, no motivation, no opportunities.<\/p>\n The second level, causes\/tasks, is where we get to things we actually know how to work with. At this stage, we’re framing problems as tasks that can be addressed. Examples: weak business education, no international contacts, poor legal infrastructure.<\/p>\n At the third level, we finally enter the real problem space. Here’s how we defined the key issues: the elite doesn’t see value in entrepreneurship; there are strong societal biases against the profession; entrepreneurs often have limited horizons, meaning they tend to think only within the scope of Russia, or even just their own city, when starting a project.<\/p>\n The core problem we landed on was this: a closed mindset keeps entrepreneurs in Russia from building unicorns.<\/p>\n When defining a problem, it’s important to understand what active position the person is taking. How are they going to act from that position? If someone states a problem but doesn’t take any active position, it’s just an opinion, empty talk.<\/p>\n A problem is a situation that can’t be solved without rethinking how the system works in the M1 position. In other words, there are fundamental parts of the current setup M1 that have to change, otherwise, reaching M2 just isn’t possible. For example: if you’re a traditional bank that doesn’t use the internet to attract or serve customers, but you still want to grow like it’s the early 2000s – that’s not going to happen unless you completely change how you operate. Or put another way: a problem is a kind of manageable disaster, one you can work with, but only if you’re ready to change the whole structure. A disaster is something you can’t solve, like a war.<\/p>\n According to Shchedrovitsky, a problem is when two people are arguing, both are in the same situation and each is expressing a view that contradicts the other, and yet both are right.<\/p>\n When someone gives advice or shares an opinion, it’s important to ask: what active position are they planning to take in this situation? If the answer is “none,” then whatever was said is just a judgment, basically empty words. An active position means the person is ready to take action, to influence the situation somehow. Otherwise, they’re just staying in a passive, victim-like or purely supportive role. Sometimes, you can help someone shift from just sharing an opinion to actually taking a position by simply asking: “And what are you going to do about it?”<\/p>\n Once you understand the M1 and M2 positions and see the problem through the lens of an active position, the next step is to create a work plan that helps move from one position to the other. Basically, this becomes a project – an idea paired with a plan to make it real. That’s how you go from an initial thought all the way to a concrete solution.<\/p>\n I was deeply impressed by the deep dive into the methodology. One insight that seems obvious but hit me personally: you don’t know how you’ll feel in position M2 while you’re still in M1.<\/p>\n I’ve been doing psychoanalysis for four years now, both individually and in group settings. The practice mainly tries to help you answer the question, “What do you want?” It looks at a person through the lens of childhood struggles and desires, shaped goals and unmet needs for love early in life. From there, psychoanalysis generally splits into two schools: Freud’s view, that we’re driven by instinctual urges (an inner pull), and Viktor Frankl’s, that we’re drawn toward meaning and values (an outer pull)<\/p>\n If Freud’s approach is about awareness in the present, basically M1, then Frankl’s is more about M2, looking ahead toward meaning and goals. What Shchedrovitsky does is bring the two together. He doesn’t treat them as opposing ideas, instead, he connects them through project thinking and taking an active position. To me, that’s brilliant. Freud’s psychoanalysis (M1) becomes about exploring and organizing your inner world, understanding yourself and your place in the moment. Frankl’s approach (M2) is about direction, aligning that organized structure toward purpose. And Shchedrovitsky’s piece, the active position, is what ties it all together. It’s the driving force that helps the two approaches work side by side.<\/p>\n Lately, the thing that’s been on my mind most is the idea of manifestation or showing up fully. In my world, manifestation means when a person’s inner, hidden state fully comes to life through the project they’re working on. Like a negative turning into a photo, it fulfills its purpose. In the same way, a person manifests through their work, bringing their inner self into reality. If Csikszentmihalyi, in Flow<\/a> , describes what that state feels like, then Shchedrovitsky answers the question, “How do you actually get there?” – through the process of reflection. Without manifestation, there’s no real life.<\/p>\n The process of reflection:<\/b><\/p>\n This process is repeated again and again and that, according to Shchedrovitsky, is what thinking really is. There’s no guarantee that M2 will bring joy. There’s always a risk from your current position (M1), it’s impossible to truly know how you’ll feel in the new one (M2). That’s why without taking an active position, real thinking can’t happen. But in the process of moving forward in showing up, in manifesting yourself, that’s where the joy is. That’s what life is.<\/p>\n We had breakfast, then headed to the base of the Vilyuchinsky Volcano. After a quick gear check, we started the climb up to the volcano’s shoulder, about 900 meters of elevation gain. The group naturally spread out with everyone going at their own pace based on fitness. The instructors stayed up front with the faster folks and also covered the back. If you’re a runner, the climb feels more fun, it’s less about downhill skiing and more like cross-country movement as you go uphill.<\/p>\n Some parts of the climb were really steep, you had to edge your skis into the slope at an angle to stay stable. On the steepest sections, we used a zigzag or traverse technique. That way, the vertical gain per step is smaller, making the climb easier and reducing the risk of sliding back. While moving across one of the traverses, I remembered something Yury Belonoshchenko once said about the power of small steps<\/a> – that you don’t stop when you’re tired, you just shorten your stride. You end up covering more ground over time than if you stop to catch your breath and then start again. The same principle applies in business too.<\/p>\n There’s a nice feeling that kicks in once you’ve committed, when you’ve got point A and point B, you stop asking yourself “Do I really need to do this?” and just focus on the action. It’s the same with the activity-thinking approach: there’s a time for planning and a time for doing. Don’t mix it all into one moment.<\/p>\n I felt the shift the moment I saw the flag and the finish line. That final stretch suddenly felt way easier. It’s a great example of why it helps to mark progress with clear wins and measurable milestones along the way. Seeing how far you’ve come makes the rest of the journey feel lighter.<\/p>\n Each tent had 2–3 people, and digging it out together was actually kind of fun. You team up and just get to work, it really brings everyone together. There’s a feeling of connection when four of you are digging like crazy, setting up one tent, then moving on to the next. The snow, by the way, was 4.5 meters deep. What made it cool was that the situation was stressful, but there were no ready-made behaviors to fall back on. You start to see people for who they are and learn more about yourself too. What I noticed about me: I like digging the space for the tent, but I totally lose interest when it’s time to actually set it up. I just want to move on to something else. It takes effort to stay with it and finish the job.<\/p>\n We got the tents set up and I went off to start the fire, no big deal, done that before. I grab a metal sheet and lay it on the snow. Then the instructor chimes in: you’ve gotta place logs under the corners so it doesn’t sink once it heats up. Okay, makes sense – done. Then comes the kicker: we need to dig out a 6-by-6 meter fire pit, about a meter deep. And ideally, it should have a step around the edge so you can sit on it like a bench. Well, ****.<\/p>\n You start digging and classmates just naturally join in, even Pavel Mrdulyash. No one asked, it’s just clear there’s work to be done and everyone feels it. One thing I noticed: the people who jump in are usually the ones you’ve been talking with the most. With the conversations and shared effort, it feels less like work and more like a moment of connection, like we’re all showing up together. Some people took a break and crashed in their tents. Others kept setting up the rest, making sure the sport group, who’d be arriving later, right around dusk could just drop their gear and join us for dinner.<\/p>\n We got the fire going, opened the soup thermoses, had dinner and gathered around the fire. One of the instructors brought a guitar and luckily, a few people knew how to play. A small group of us stepped away from the fire for a bit, shared toasts, said some kind words and yelled our cheers into the night while hugging each other. By day 6, the whole trip had really brought people closer. And it also made it clear who had stayed on the outside and didn’t try to connect.<\/p>\n When you go to sleep, you crawl into your sleeping bag with the inner liners from your ski boots. If you leave them in the boots overnight, everything will freeze solid and you won’t be able to get them back on in the morning. If you start getting cold in your sleeping bag, take off some clothes. You’ll actually stay warmer since the extra layers won’t steal your body heat. At night, only my face felt cold. Wake-up was at 7:00 AM, followed by breakfast, then we headed back to the base. There we had a reflection session on the whole module and a celebratory dinner. The next day – departure.<\/p>\n Another great moment came from my classmate from China, Minyan. She had injured her back before Day 6, and when she started the climb to base camp, she already knew she wouldn’t be able to finish the whole route, but she went anyway. Even if you know you won’t make it all the way, you can still go and find out where your limit really is. Every bit of progress along the way is a win.<\/p>\n Conclusion:<\/b> I’d rate the module a 9.9 out of 10. What was great: top-notch organization; the balance and format of blending intellectual work with physical challenge; and how close we became as classmates, both parts of the module really helped with that. What wasn’t great: unfortunately, Andrey Evgenyevich, the leader of both the intellectual and sport parts of the program for the previous two MBA groups couldn’t join us this time.<\/p>\n",
"date_published": "2026-02-14T14:21:00+02:00",
"date_modified": "2026-02-14T14:20:54+02:00",
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"url": "https:\/\/www.mazurchak.com\/?go=all\/why-is-it-so-hard-to-change-and-what-helps-us-build-new-habits\/",
"title": "Why is it so hard to change and what helps us build new habits?",
"content_html": " Here’s how I see the whole change process. What it really takes to build new habits. What gets in the way and makes them hard to stick. Why emotions play such a big role. And who can help you change.<\/p>\n Most of the time people react to things on autopilot. They just go with whatever feels most familiar. And if you ask someone why they did something, their answer will usually be automatic too. You’ll get a made-up logical explanation, something that sounds reasonable and makes sense. That’s the brain kicking in with a justification or a “safe” explanation.<\/p>\n The brain’s job is basically to come up with a logical answer. To keep you doing what you’ve always done and stop you from trying anything new. The brain believes one thing above all: “New equals risky. If I stick to what I’ve done before, I’ll survive.”<\/p>\n Any event can be explained in two ways: the “safe” or “uncomfortable ” one. If someone reacts automatically, the brain will jump in and explain why what they did was actually the best thing for them. That kind of explanation is what I call a “safe” explanation.<\/b><\/p>\n That kind of explanation justifies the automatic reaction. And here’s the trap, you think it was your own choice. But really, it was just your autopilot kicking in again. The brain goes, “You did everything right. That wasn’t automatic, that was thoughtful, intentional, totally your decision. What you did fits who you are. Even if you had more time to think it through, you’d still choose the exact same thing.”<\/p>\n To start becoming more self-aware, you’ve got to look for the uncomfortable explanation of your behavior. That means asking: why might the way I acted not be the best for me?<\/b> Don’t just go with the first answer your brain gives you. Of course the “safe” explanation feels better, it says you did the right thing, made a smart choice and did what’s best for you. That kind of thinking saves energy, because then you don’t need to change anything. And your brain avoids the risk of trying something new.<\/p>\n The uncomfortable explanation does the opposite, it makes you slow down, think and reflect. What if your automatic reaction isn’t actually helpful, but harmful? The truth is, when we first formed those reactions, we didn’t really have time to consciously choose from all the options. We just went with whatever came up first. And there it became a habit.<\/p>\n Just because you learn to see the uncomfortable explanation doesn’t mean it’s the only true one. But it gives you something important – a choice. You get a moment where you can consciously decide whether to keep your reaction or change it.<\/p>\n The first example.<\/b> “safe” explanation:<\/i> It’s better to promote people who’ve already been with the company for a while. I trust them more and they already understand how things work internally.<\/p>\n “uncomfortable ” explanation:<\/i> I’m afraid someone in the company might be more experienced than me. I avoid competition, so I end up pushing away strong candidates on purpose.<\/p>\n The second example.<\/b> “safe” explanation:<\/i> to take a risk and start something in the US, I need to build up some capital first, A. says. Plus, he’s climbing the career ladder and a partnership at his firm is already on the horizon.<\/p>\n “uncomfortable ” explanation:<\/i> A. is afraid to take responsibility for something new. He’s worried he might fail. Deep down, he’s not even sure he really wants it. His current situation is convenient, no need to risk anything or take real ownership. He can keep telling people he’s a future entrepreneur, not just another corporate guy. He gets to scroll through TechCrunch, share fintech news with coworkers and look like he’s “in the game” without actually doing anything.<\/p>\n The third example:<\/b> “safe” explanation:<\/i> F. expected his wife to keep growing professionally during her pregnancy. He wanted her to stay curious and passionate about things the same way he is. She didn’t really engage in conversations about his work or laugh at his jokes, that created distance between them.<\/p>\n “uncomfortable ” explanation:<\/i> F. isn’t that interested in his own work. So when he tried to share his thoughts about it, his wife didn’t respond the way he hoped, not because she didn’t care, but because he couldn’t express it in a way that sparked real connection. On top of that, he was scared of the responsibility of becoming a father. So he started focusing on everything that was “wrong” in the relationship as a way to justify leaving.<\/p>\n For real change to happen, a person has to see where their habits are actually taking them long-term. They have to realize that if they don’t shift that trend, it’s a dead end.<\/b>Literally. They’ll live less and feel less alive.<\/p>\n The same mechanism that once helped a person survive is what keeps them from seeing their own trend. The same mechanism that once helped a person survive is now what stops them from seeing their own trend. It’s the thing that helps us form habits and protects us from trying new, risky reactions. But it also blocks us from seeing where those habits are really taking us over time.<\/b><\/p>\n As we go through life, we actually get signals telling us it’s time to shift the trend. Some are emotional signals like loneliness, apathy, low moods that won’t go away, anger or a deep sense of emptiness. Others come from the outside, struggling to build real connections with family or friends, failed projects, hobbies that just don’t bring joy anymore. If someone ignores these signals for too long, the body can start speaking up too, like back pain from carrying too much responsibility. The signals show up through people around you: family, friends, partners, and through the simple fact that things just aren’t working.<\/p>\n Noticing the trend is uncomfortable, especially if you’ve spent years justifying your behavior to yourself and others with “safe” explanations. Admitting there’s an uncomfortable reason behind it means facing the fact that you haven’t been living in the best way. And once you admit that, you’re faced with the need to change. That’s scary. It takes a lot of energy and real courage to actually start changing.<\/p>\n The uncomfortable explanation usually comes from people who actually care about you, like family, close friends or a therapist. A therapist is often the better option in these conversations because they don’t have hidden agendas, unlike loved ones, whose personal motives you also have to consider. People outside your inner circle usually won’t give you that kind of feedback, it’s risky. They know it could lead to pushback, anger, defensiveness or even hostility.<\/p>\n To notice your own trend and change, you need three things:<\/p>\n Being able to recognize your emotions helps you figure out what kind of life really works for you. Emotions come from the unconscious.<\/b> And the unconscious has two parts: your personal one, shaped by your own experience, and the collective one, shaped by everything past generations went through. Those before us already learned what kind of life helps us survive. Your personal unconscious carries a deep need for love. So at the core, we’re all driven by two things: the need to stay alive and the need to be loved. That’s why therapists often ask people to focus on their feelings as emotions help you find your way through life.<\/p>\n Courage is what helps you actually integrate the experience. You often hear people say, “I get it, but I still can’t do anything about it.” That’s because there’s a gap between understanding and integration and to close it, you need new experiences. You have to start acting differently. Only then can the brain see that there are other possible outcomes besides the automatic reaction it’s used to. To do that, you need to go through three steps:<\/p>\n Step one is when the brain understands.<\/b> At this stage, you’ve heard enough uncomfortable explanations to see your old patterns clearly.<\/p>\n Step two is when the brain starts to believe<\/b>. To believe, it needs new experience, you have to act differently and break out of your usual habits.<\/p>\n Step three is when the brain integrates it<\/b>. Now it starts creating new explanations, why the new way is actually better than the old one.<\/p>\n Conclusion<\/b> To change, you need three things:<\/p>\n For the past three years, I’ve been using the New Year holidays to dream and then turn those dreams into a list of goals for the year. This simple process helps me think about the past year, figure out what’s important to me and plan for the year ahead. In the end, it really helps me reach my goals.<\/p>\n The power of this New Year practice comes from one simple idea. All year long, you’re faced with tons of choices: what to do, who to spend time with, what to buy, where to travel, whether to say, etc. When you take time to plan your year, it gets easier to spot the ideas and opportunities that really matter to you.<\/b> Plus, it’s a beautiful way to show love and care for yourself.<\/p>\n At the same time, the search for opportunities to make your dreams come true is mostly a subconscious process. The things on your list start to “happen” to you almost on their own. The work I’m sharing here helps increase the chances that luck will be on your side. So, here’s how I dream and turn those dreams into plans.<\/p>\n The method includes the following steps:<\/p>\n Let’s talk terminology. A dream is a desire with no one responsible, no set timeframe and no clear criteria for making it happen. Goals are desires with someone responsible, a set timeframe and clear criteria for success. A plan is a breakdown of the steps needed to reach the goal.<\/p>\n If someone asked you to list 100 dreams, you’d probably slow down around number 20. The brain struggles with abstract tasks, but handles clear ones really well. For example, if you’re asked to come up with 10 dreams related to physical health, then 10 more about friendship and a few in other areas, you’ll reach 100 much faster. To help yourself dream, the first step is to figure out the key areas you want to focus on.<\/p>\n That’s why they say a clearly defined problem is half the solution. Once you know the boundaries and understand what challenge you need to overcome to get the result you want, you’re already halfway there.<\/p>\n To choose the areas you want to dream in, there’s an exercise I recommend doing. Take your time with it and do it thoroughly, it’ll give you a solid foundation for all the work ahead. And if you make it a habit to revisit your dreams each year, you won’t have to redefine your dream areas every time.<\/p>\n Exercise:<\/b> Imagine you’re 90 years old and getting ready to celebrate your birthday. What country are you in? Who are you preparing for the celebration with? Where are you going to mark the occasion? What’s around you? What kind of place is it? What makes it special? Describe it in detail. What emotions are you feeling? What’s happening the moment you walk in? Are any guests already there, or are they arriving later? Who shows up and in what order? It doesn’t matter if everyone is still alive, maybe someone has passed, but you’d still love them to be there. What’s the atmosphere like? Is there a detail that’s meaningful just to you? Describe it. For example, if you love cycling, maybe there’s a photo from the start of the Tour de France hanging on the wall.<\/p>\n And now you’re sitting at the table with your guests. All the people who’ve truly mattered in your life are gathered around you. Picture the table, who’s sitting where? It’s time for the toasts. Who stands up first to speak? Who is this person and what do they say to you? Who goes next? What do they say? What are they grateful for? What do they admire about you? What parts of your life do they highlight? How have you made a difference in their life?<\/p>\n Now, make a list of the people sitting around that table. Go one by one and describe the toasts they give. Когда вы проделаете эти упражнения. As you go through this exercise, you’ll start to see a pattern: the things your loved ones mention in their toasts are the parts of life that truly matter to you. These are the areas that align with your values and what you care about most. We’ll use these areas as the foundation for the next steps in working with your dreams. Most people come away from this with about 10 to 15 key life areas.<\/p>\n Here are some example areas that might come up for you: family, work, friends, sports and physical well-being, health, mental health, community involvement, finances, material things, spiritual life, education and personal growth, travel. You can use this list as a starting point for your own work, but I still encourage you to create a personal list. That way, the work you do with your dreams will feel much more meaningful.<\/p>\n Working on any plan starts with mapping out the route. And the most important part of that is figuring out your starting point. The same goes for dreaming within your chosen areas of life, you first need to reflect on where you currently stand in each of them.<\/p>\n Write a few paragraphs about each of your areas. What successes have you had in each one? What steps have you taken to make progress or create positive change? What’s shifted over the past year?<\/p>\n This kind of review can help in a few ways: After you’ve described each area, give it a score from 1 to 10, where 10 means you feel completely satisfied. If you’ve taken your time with the first step, the areas you’ve chosen should align with your core values. That means they’ll likely stay meaningful to you for years to come. These scores will help you track your progress over time and see how things shift from year to year. They’ll also make it easier to spot which areas might deserve more attention in the year ahead.<\/p>\n This is one of the most exciting parts of the process. The best way to approach it is by using a mind-mapping tool. If you’re on a Mac, I recommend MindNode<\/a>, but there are plenty of free browser-based options<\/a>. Of course, a good old sheet of paper and a pen works just as well. In fact, some people find that format even more comfortable.<\/p>\n A mind map lets you keep all your key areas in focus, while also making it easy to jump between them. As you brainstorm dreams in one area, an idea for another might pop up out of nowhere. For each area, I usually end up with from 5 to 20 dreams.<\/p>\n This part of the process is all about turning off your inner critic. Write down any idea that comes to mind. What matters is that you’re dreaming about what you truly want, without worrying about the resources it might take or how long it might take to get there.<\/b><\/p>\n What helped me with this step was breaking it up into a few sessions. It’s easier to get into a creative, relaxed flow that way. Next year, you won’t be starting from scratch as you’ll already have the dream map you made this year, which will make it easier to get into the right mindset.<\/p>\n Some time ago, I was really curious about one question: «How do you tell the difference between dreams that are truly yours and those that are shaped by culture or society?». Here’s the answer I came to – if a dream isn’t really yours, you simply won’t have the energy to follow through on it.<\/b> For whatever reason, you’re choosing not to see what’s underneath it right now. And that’s okay. It’s still something that gives you direction and keeps you moving forward.—)<\/p>\n When a dream isn’t really yours, here’s what usually happens: you focus on it, maybe even set goals around it, but a year later, you realize you haven’t made any real progress. I call those “expired dreams.”<\/p>\n When you look at some of your dreams a year later, you might feel nothing, just delete them. But others might suddenly resonate even more than before. That’s when it’s important to pay attention to how you feel.<\/p>\n One way or another, you’re going to spend your time on something throughout the year. If you don’t have a plan, a lot of your actions will likely be spontaneous or impulsive. And that’s okay, choosing not to focus on your dreams and simply responding to whatever opportunities come your way is still a valid path. It just leads to different results. Whatever you end up with at the end of the year – that’s your true goal, whether you planned for it or not.<\/b><\/p>\n Out of all the dreams in each area, some will naturally resonate more than others. A year has its limits, you can’t chase everything at once. That’s why it’s important to choose a few dreams to turn into actual goals for the year. In my dream map, I bold the ones I want to focus on. Then I make a separate list with just those selected goals. I transfer that list into my planning app Things 3<\/a>, which I also use for daily planning. You can use any planning tool that works for you or just write the list on paper.<\/p>\n Next, take the goals you’ve chosen in each area and assign them a priority. I use a simple star system: ★★★ for something that’s absolutely essential to achieve or at least make serious progress on this year, ★★ for something I’d really like to get done, and ★ for something that would be nice to accomplish if there’s time.<\/p>\n Some goals can be achieved within a year. Others feel big and overwhelming, you’re not even sure where to start. If a goal feels too big, break it down into smaller steps and make a plan. And if you’re not sure what those steps should be, write out a few hypotheses that might help you move closer to it. Try them out and see what works.<\/p>\n The trick is to keep your focus on the big dream, not just the steps in the plan. Working through the steps might not always be exciting. But when you stay connected to where those steps are taking you, you’re much more likely to find the energy to follow through.<\/p>\n Chances are, one area or dream will stand out as especially important to you this year. Turn it into your mission for the year, and place it at the top of your goals list. That way, every time you check in with your list, your mission will be right there keeping your focus on what matters most.<\/p>\n If you’ve made it to this part of the process, you’ve already done the most important work. Here’s the core idea: every year gives you the opportunity to either move closer to your dreams or drift further away. By bringing your dreams into conscious focus, you’re far more likely to recognize the path that can lead you to them.<\/b><\/p>\n For some dreams, it’s not always easy to define what it means to “complete” them. For example, what does it really mean to learn English or become an athlete? One approach is to set measurable goals for the year, something that defines what “done” looks like. But there’s also a helpful trick: shift into “doing mode”. That means making a deal with yourself to work on the dream regularly. For example, studying English twice a week for an hour or going jogging every Saturday.<\/p>\n It’s easy to slip into the mindset of “I’m not okay until I achieve this one thing” and end up putting your life on hold until some made-up condition is met. To avoid that trap, Scott Adams suggests this idea in «How to Fail at Almost Everything and Still Win Big: Kind of the Story of My Life<\/a>» : Goals are for losers – focus on systems. For example, instead of telling yourself you’ll be an athlete after you hit some milestone, just decide: Starting today, I’m an athlete. And athletes live active lives consistently. This way, you start living the identity right away, without needing to prove anything first. You don’t need to run a marathon to call yourself an athlete. (By the way, the book itself is pretty mediocre, you’re not missing much if you skip it.)<\/p>\n Once a month, create a recurring event in your calendar to open up your yearly goals and review them. Once a quarter, take some time to reflect on the past three months. Note what you’ve already accomplished and what might need to become a priority for the next three.<\/p>\n A friend of mine also shared that he uses Miro to create a visual representation of his goals. He builds a board filled with images that reflect his plans for the year and revisits it regularly during the year.<\/p>\nDay 1<\/h2>\n
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\n<\/div>\nDay 2<\/h2>\n
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\n<\/div>\n<\/div>\nMindset work \/ Days 3-5<\/h2>\n
\n6:00-9:00 AM – freeride training for those aiming to stay in the sport group
\n8:00–9:00 AM – breakfast
\n9:00–10:30 AM – intro session with core concepts to set the foundation for group work<\/p>\n![\"\"](\"https:\/\/www.mazurchak.com\/pictures\/MIK_8659.jpg\")
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\n3:00–7:00 PM – group presentations. Each team picked a speaker, prepped a presentation using giant sticky sheets, and shared their work with everyone.<\/p>\n![\"\"](\"https:\/\/www.mazurchak.com\/pictures\/MIK_8656-2.jpg\")
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\n<\/div>\n<\/div>\nMethodology and concepts<\/h2>\n
Descriptions of two positions M1 and M2, the reflective position<\/h2>\n
\nThis is where you describe the situation the object is in. You identify the key factors that define and influence that situation. The goal is to create a shared understanding, a common semantic field for everyone involved in the discussion.<\/p>\n
\nThis is the role or position the person currently occupies, the space or system they’re embedded in.<\/p>\n
\nThe individual within this context is the subject. This includes values, goals, education, hobbies, feelings, all the key traits that help place the person or group within a shared conceptual framework.<\/p>\nVisualization<\/h2>\n
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\nConceptual framework<\/h2>\n
Problem<\/h2>\n
Active Position \/ Action Plan \/ Path \/ Project<\/h2>\n
Personal conclusion from the intellectual part<\/h2>\n
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\n<\/div>\nOvernight in the snow at base camp \/ Day 6<\/h2>\n
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\n<\/div>\nPeople don’t do what’s best for them, they do what they’re used to<\/h2>\n
The foundation of real change is an “uncomfortable ” explanation of your behavior.<\/h2>\n
Examples of “safe” and “uncomfortable ” behavior:<\/h3>\n
\nI’ve hired several people for lead roles at our company. A few of those hires didn’t work out, we ended up parting ways after just a couple of months.<\/p>\n
\nA. dreams of launching a finance project in the US market. But instead, he’s been living in Moscow and working at a big consulting firm for the past seven years.<\/p>\n![\"\"](\"https:\/\/www.mazurchak.com\/pictures\/fear@2x.jpg\")
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\nDuring his wife’s pregnancy, F. realized he didn’t love her and decided to leave the family. F. believes that society puts too much pressure on the idea of family.<\/p>\nWhy do people change at all?<\/h2>\n
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\nMost of what we do in life is just automatic reactions. The brain sticks to what’s familiar and backs it up with “safe” explanations to keep us from changing. Most of the time, people don’t do what’s best for them, they do what they’re used to. Real change only happens when a person realizes that if they don’t change, it’s a dead end.<\/p>\n\n
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1. Choosing the key areas of your life<\/h2>\n
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\n2. Evaluating the current state of those areas<\/h2>\n
\nA. It gives you a clear sense of what you’ve already accomplished.<\/b> In some areas, you might be pleasantly surprised by the progress you’ve made. In others, it may become clear that it’s time to grow and give them more attention.
\nB. It helps define the boundaries of your dream areas.<\/b> If you started out with general directions, now, by listing real examples, you’ll narrow the focus of each one. Some areas might overlap and that’s totally okay. You’ll just get a better sense of where those overlaps happen.
\nC. As you go through this process, new dreams will likely start to pop up, ones you hadn’t even thought of before.<\/b><\/p>\n3. Dreaming<\/h2>\n
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\n4. Turning dreams into goals<\/h2>\n
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\n5. Supportive actions during the year.<\/h2>\n
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