Introduction
In many organizations, the conversation revolves around KPIs, contracts, and measurable results. But real change doesn’t happen in spreadsheets – it happens in conversations, in tension, in not-knowing. The dialogue we have – or avoid – is often more decisive for sustainable transformation than any strategy. In this blog, we explore why it’s time to listen differently, and what it takes to do so.
1. The context: Why it matters
A lot of organizational change gets stuck in optimizing structures, without really paying attention to what is going on in the undercurrent. Emotions, tensions and resistance are rarely seen as legitimate data. Yet it is precisely these aspects that form the gateway to real transformation. In what Nora Bateson calls the liminal space – the uncertainty between the old and the new – lies the seeds of change. Warm data make this space visible.
2. What we see in practice
In practice, we see that conversations within organizations often get stuck in the familiar: contracts, deadlines, hierarchy. The “golden cage” of the safe. But sustainable change requires something else. It requires room for feedback – not only as a numerical score, but also as a relational reality. It takes courage to identify what is causing friction, to question behaviour and paradigms. This is rarely comfortable, but it is necessary.
3. The value of systemic listening
At NaraTri, we use rich, layered stories – stories that are not linear or unambiguous, but complex and human. Our tool enables organizations to systematically collect, analyze, and make meaningful these stories. Through GPT-based sentiment and context analysis, we discover patterns in how people experience change. This creates space for a dialogue in which both the hard and the soft side are acknowledged.
4. Towards meaningful action
We guide organizations in entering into a courageous dialogue. Where resistance is not seen as a disturbance, but as a signal. Where contracts are not only about performance, but also about trust. Where ready-ing is central: jointly maturing people, teams and systems for what presents itself. This creates a learning process that is not focused on control, but on transformation.
5. Reflection or invitation to dialogue
What would become possible in your organization if you listen to what is not (yet) spoken? Which stories are not told, and why? We invite you to explore together what dialogue is needed to really get moving.