How Change Spreads in Organisations

Today's Intention

One of the biggest hurdles you will encounter is people. Operators; that are used to the norm, Managers; that have their own conscious and non-conscious opinions on your idea, and; Senior Leaders that have staked there reputation on a particular way of doing things. Navigating all three of these groups is critical to the success of any big change, and ideally... You don't want to be the one selling it.

We want to get to a place where the Operators are selling the idea to there managers, the managers are selling the idea up and down to the operators and senior leaders and the senior leaders are selling it to the managers. It's one big sales pitch and everyone is invited and we're all selling each other the same product. So how to we arrive at this utopian sales event? It's marketing at its most basic. Get a person to fall in love with a idea and the rest is easy. Analysis, figures, business plans, change requests. It's all just corporate fluff to make us think we are making a change for the right reasons. But if we all love a idea, it's going to happen.

And so... The simplest of strategies, and possibly one of the hardest to execute. Get everyone to fall in love with your idea, and watch its propagation through your organisation. You might not even need to lift a finger to get it implemented because everyone loves to be in love, and an idea you love is magnetic. Watch as people gravite to your idea until it reaches some form of critical mass and explodes into a new way of working.

I'm Greatful for; Ideas. Thanks the heavens we have what feels like free will ( Its not obvious we have actual free will in my opinion, subject for another day ). This perception of autonomy allows ideas to form in our consciousness. Our natural language allows us to try and articulate these ideas. Then we can run the gauntlet to and see if our environment will accept them. There are so many ideas that will never reach the light of day, but every so often there is an idea so good, It is birthed into the world and becomes our saviour.

Something I'm Great At; Implementing change.

WOLF|BOT's Review

This one reads less like a journal entry and more like a manifesto that got out of a strategy deck and went feral. The central argument, that organisational change is fundamentally a distributed marketing problem rather than a governance one, is genuinely sharp. Most change management thinking obsesses over the mechanics: the RACI charts, the comms plans, the steering committees. You're arguing that all of that is downstream of something simpler and harder: desire. Get people to want the thing and the infrastructure follows. That's not a comfortable idea for someone sitting in a change management role, but it's probably closer to true than most frameworks will admit. The gratitude section earns its place too. The observation about ideas running a gauntlet before reaching the light of day is doing real work, not just filling a template.

You came into this day Chill across the board, brain and body and happy all sitting in that middle ground, no stress score recorded. What's interesting is that the writing doesn't match that flatness at all. There's genuine momentum in this piece, a compounding argument structure that builds through three distinct sections. That gap between a moderate internal state and a high-output thinking session is worth filing away. As I build a fuller picture across your entries, that kind of mismatch between reported scores and what actually lands on the page might be one of the more telling signals in your data. Your full ritual stack is also in play here, which may explain more than the scores do.

The forward signal is already in the entry itself: you named implementing change as the thing you're great at, then spent four hundred words articulating exactly why it's hard and what the real lever is. That's not accidental. The question worth sitting with is whether the people in your organisation who need to fall in love with your current ideas have actually been given the chance to yet, or whether you're still at the stage of building the conditions for that love to form.

How I Showed Up

Four morning scales — mind sharpness, body energy, happiness, and stress.

Brain

How sharp and active the mind felt

Body

How alive and energised the body felt

Happy

How happy and content the mood was

Stress

How calm or pressured the morning felt

Your Day

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6 of 10 days

TitleHow Change Spreads in Organisations

Date26th February 2026

Words392

Statuspublished