Over the years, I’ve worked with organisations that say all the right things about culture, vision, and values. But what truly shapes outcomes isn’t what’s said, it’s what’s actually embodied and done. In this piece, I explore the gap between words and actions, and why lasting change begins with seeing what’s actually shaping our choices. Again and again, I’ve seen well-meaning teams become frustrated and stuck - not because of a lack of intent, but because their underlying dynamics don’t support what they say they want.
An organisation says, “We value transparency.”, but the leadership team avoids difficult conversations.
A person says, “I want clarity.”, but continues adding complexity to avoid making a choice.
A job applicant joins an organisation because they believe in its values, principles, and mission. Later, they may feel disillusioned when internal behaviours contradict the culture that was promised.
It’s normal for inconsistencies to happen. No organisation or person is perfectly aligned all the time. But when tension, dysfunction, or confusion persist (often attributed to specific individuals), it’s worth asking: what if the pattern is structural, not personal?
I've watched this unfold across sectors. When one leader leaves and the next inherits the same challenges, it becomes clear: the issue isn’t about the person. It’s about the structure they’ve stepped into.
These patterns point to underlying structural conflicts resulting in oscillating patterns and behavours within organisations. Other examples:
A leadership team that values collaboration, but rewards internal competition.
A founder who wants freedom, but builds structures of control.
A professional who craves rest, but can’t stop overcommitting.
As a consultant, I’ve had the advantage of observing these contradictions with some distance. And earlier in my career, as an employee, I felt them deeply through friction, fatigue, and missed potential. Sometimes, even when people are trying their best, progress still feels blocked. That’s a signal that structure is speaking. This can be hard to notice when it plays out over months and years, especially when reporting cycles are based on short timeframes.
These ‘forces at play’ (usually invisible) are what Robert Fritz calls Structural Dynamics: the underlying structures that shape behaviour and make certain outcomes more likely than others. In other words,
“The underlying structure of anything will determine its path of least resistance.”
In both personal and organisational life, language tends to be aspirational - we speak what we hope is true. But actions, especially repeated ones, reveal the deeper story. Structure always wins - not because people aren't capable, but because structure drives behaviour.
The good news is: once we can see the structural conflicts that are holding us back or slowing us down, we can change them. For those who are open to seeing things differently, and willing to design more supportive structures, we can move toward the outcomes we truly want with greater consistency and focus. This also means that your goals can be achieved more effectively and efficiently.
An understanding of structural dynamics helps surface what’s hidden - not to assign fault, but to create clarity and awareness. It then sets the stage for the entire organisation to move ahead with alignment. Change isn’t just about better communication; it’s about aligning the words, the will, and the real steps that are needed.
If saying were believing, change would be simple. But real change is a creative act. It begins with the willingness to see what’s true, what needs to shift, then acting accordingly.
So next time you hear a bold claim - or make one yourself - pause and observe…
Are these words backed by aligned actions?
Or is it still waiting for the right supporting structure?
