An Experience of Gentle Change
By Monica Leon
I’d never considered describing organisational change as supple, flexible, internally generated, and gentle, but this story from my field of practice illustrates that change can indeed be less disruptive. In this approach, the organisation, viewed as a system, chooses its own degree, pace, and flow of change. Rather than relying on established frameworks, we crafted a custom, context-driven design in close collaboration with the clients.
There’s something off-putting about the phrase "organisational change"—it often brings to mind images of people leaving their jobs and sleepless nights. However, there are ways to avoid the unnecessary suffering that comes from abrupt transitions or the assumption that cutting things to the core will lead to sustainable results.
This story is based on a live interview with two clients about their recent experiences working with us. Their responses were shaped by questions from students and alumni of our SHIFT: Nurturing Deep Change program, offering a unique perspective on how gentle change can unfold in real-world practice.
The Context
Our client, a small subsidiary in the pet and food supply industry, is affiliated with an established company based in a neighbouring country. They have been active in their local market for around seven years, with a primary focus on growth. The clients wanted their company to become more responsive and productive, aiming for tangible, impactful results.
While engagement scores were high and the team described their culture as a “nice family,” they held an assumption that differing work styles, possibly due to generational differences, might be contributing to their challenges. To address this, we focused our work on a central inquiry: exploring which ways of working could either support or hinder their commercial growth.
Throughout this process, we introduced clients to previously unseen patterns in their ways of working. They came to understand that for the organisational system to evolve genuinely, they would need to be willing to make adjustments within themselves as well—something they were ready to embrace. This openness to self-change became one of the key ingredients for broader transformation within their organisation. Another was developing an awareness of how everyday experiences and exchanges hold untapped potential for growth and change.
What do you think was the most significant impact or change in the process you went through?
Client A: "The process shifted our focus from routine tasks to noticing hidden patterns within our work. By making small, intentional adjustments in our interactions, we began to see changes unfold naturally and seamlessly.”
Client B: "The impact was compelling and surprisingly efficient, with significant results emerging from just a few small actions. This approach didn’t disrupt our existing context but had a broader, deeper effect than formal changes would have. By working with the subtle dynamics within our team, we fostered natural, harmonious communication across the organisation. The process felt friendly, considerate, and genuinely supportive of the team’s well-being."
Both clients highlight the power of subtle, mindful adjustments that generate meaningful change without the need for disruptive, top-down interventions.
Traditional approaches to organisational change often emphasise disruption—removing inefficiencies, streamlining processes, and focusing only on what's deemed valuable. In contrast, this process taps into the system's inherent energy, allowing it to self-generate productivity. Here, the changes stem from adjusting ways of working, which ultimately drive the company’s overall performance.
What did you think this was about before you started, and what did that idea or expectation turn into?
Client A: "I was familiar with the approach in theory, but I wasn’t aware of its profound impact on results. The changes were powerful—they shook the foundations of the organisation. As things settled, small adjustments were made, and new behaviours naturally emerged. The results surpassed expectations; they were both rapid and transformative."
Client B: "I had no idea the impact would be like this. Traditionally, I’ve focused on identifying gaps and restructuring, often taking a directive approach. However, in this process, the phase of inquiry itself helped people become more aware. I didn’t even realise when the changes were happening; there were numerous shifts, yet the process was gentle and non-disruptive. This led to a permanent and dynamic reorganisation where things got done with minimal friction. Management didn’t need to impose structures, prohibit actions, or set new standards. The interventions were so subtle yet so effective."
Both clients highlight the power of this approach to create conditions for impactful, organic change without imposing disruptive or top-down methods.
What has changed in you as a result of going through this process?
Client A: "Certain management patterns needed adjusting, but it wasn’t about enforcing a strict new set of competencies or directives. Instead, it was about intentionally choosing different actions in small, specific ways. With timely recommendations, I was able to make these small shifts, which quickly impacted the entire system without creating conflict. Those minor adjustments rippled through the organisation, leading to noticeable change."
Client B: "I see the process as an expansion of awareness—a kind of 'supra-vision' that allows you to contextualise situations, understand points of tension without personalising them, and explore what drives the strategy beyond simple top-down directives or communications. By depersonalising messages, the flow within the organisation changes naturally. The system begins to respond to self-correct and make its own decisions. It’s very different from classic management approaches, where you’re told what to do regardless of your perspective."
Together, these reflections highlight a shift toward conscious, small adjustments that let the organisation’s system generate its solutions organically, contrasting with more directive, top-down management styles.
If you had to explain the process you went through to someone who has no context at all, what would you tell them? How would you describe it?
Client A: "It’s a whole new way of thinking about change management. It’s challenging to explain because it’s neither coaching nor mentoring. It’s a process of inquiry that’s structured around asking questions to reveal existing patterns within the organisation. This inquiry exposes underlying behaviours and tendencies that shape results."
Client B: "It’s about recognising the importance of human behaviours and internal dynamics and understanding how these influence outcomes. This process respects the existing connections within the organisation, and rather than adding or removing elements, it provides gentle inputs to shift the system’s natural state. These subtle adjustments create significant, efficient changes without introducing disruption. It’s a way to gain insights and ask helpful questions, uncover un/productive patterns and resolve issues in how different parts of the company connect and work together."
The process encourages a paradigm shift in approaching change, focusing on uncovering and leveraging existing patterns. Through careful inquiry, it facilitates meaningful changes that respect and enhance the organisation's natural dynamics.
Ultimately, our clients’ journeys illustrate the powerful impact of gentle, self-paced organisational change. By embracing a flexible, internally generated approach, organisations can experience meaningful transformation without the upheaval that traditional change methods often bring. This approach fosters a more harmonious work environment, empowering teams to uncover and harness their inherent potential for growth. As shown through our clients’ experiences, small, intentional adjustments can yield significant, lasting improvements, enhancing both resilience and productivity across the organisation.
Monica Leon is an experienced OD practitioner, facilitator and coach who believes in tapping into the collective wisdom to co-create. Monica supports her clients in crafting flexible strategies to tackle complexity and uncertainty. She has worked, lived and studied in four continents. Monica currently lives and works in Auckland, New Zealand.