We often hear that meaningful organisational change must start from the top. “Leadership needs to set the tone,” they say. But history tells us a different story.
Think about major societal transformations – from the Arab Spring to the Civil Rights Movement. Those in power didn’t initiate these. They started with conversations between ordinary people who dared to imagine something different.
Yet in organisations, I often hear: “I can’t do anything about that – it has to come from management.” This learned helplessness is fascinating because it contradicts what we know about how change actually happens in complex systems.
The truth is that transformation often begins with simple conversations. Two or three people start talking about what could be better – not through complaints or blame, but through genuine dialogue about possibilities. These conversations become the seeds of change.
These aren’t your typical water cooler venting sessions. Effective change conversations require us to step out of what psychologists call the Drama Triangle – where we cast ourselves as Victims, others as Persecutors, and wait for Rescuers to save us. Instead, they’re conversations where people claim their agency and explore what they can influence, however small it might seem.
Next time you find yourself thinking, “Someone should do something about this,” remember: You’re not powerless. Find a colleague. Start a conversation. Ask, “What could we start doing differently?” History shows us that profound change often starts with just that – people at any level choosing to have different kinds of conversations.
The question isn’t whether you have enough authority to create change. The question is: What conversations are you willing to start?
#Leadership #OrganizationalChange #Empowerment #WorkplaceCulture #ChangeManagement