Creating the right conditions for system change using the circles of concern, influence and curiosity.
Author: Liz Leach
Change seems to have become part of everyday life rather than something that marks a transition from one way of life to another. So much about how society runs, on a local, regional, national and international level, hinges on a smooth transition from the old to the new. However, how we respond to change has not evolved to match this growing frequency and pattern of change.
In times of change, conversations often become dominated by uncertainty. People talk about constraints, structural barriers, competing priorities and past experiences that shape their expectations of what may or may not be possible. These discussions are important. They help surface the realities within which organisations and systems operate.
Yet if conversations remain only in this space, they can unintentionally reinforce a sense of powerlessness. They can create a hyper focus on the reasons the change should not take place which then overlooks the positive difference the change would make. It can also focus the time, energy and resources we have available to us onto what we do not want to see take place which in turn is more likely to bring these concerns to life – like a self-fulfilling prophecy – if this is not balanced with recognising how those involved in the change work can positively impact on the development of the new way, identifying strengths, embracing creativity and co producing the next steps.
For leaders, facilitators and those working to influence systems, the challenge is not to avoid these conversations but to create conditions in which they can move somewhere productive.
The original idea of focusing attention on what we can influence rather than what we cannot control was popularised by Stephen R. Covey in The 7 Habits of Highly Effective People. Since then, practitioners in leadership, systems thinking and organisational development have adapted the model in different ways. One such adaptation, developed by Be Human Kind, introduces a third dimension: curiosity.
Together, these three circles offer more than a facilitation tool. They offer a mindset for navigating complexity and enabling change.
Every system carries a set of pressures and constraints. Funding cycles, policy environments, organisational structures, cultural norms and historical relationships all shape what feels possible. When people come together to talk about change, these realities inevitably surface.
The Circle of Concern is the space where these realities can be named. It includes everything people care deeply about but may not have direct control over. In practice, this might include national policy decisions, resource limitations, workforce capacity, political priorities or the behaviour of other parts of the system.
Creating space for these concerns is important. Too often, change initiatives move prematurely to solutions without fully acknowledging the context within which people are working. When this happens, individuals may feel unheard or sceptical about whether meaningful change is achievable. Naming concerns is therefore not a distraction from change. It is a necessary part of engaging honestly with the system.
However, remaining in the Circle of Concern alone can quickly lead to frustration. Conversations risk becoming cycles of problem identification without movement. The next step is to shift attention toward where influence exists.
The Circle of Influence represents the areas where individuals, teams or partnerships can shape outcomes. Influence does not require complete control. In complex systems, influence often emerges through relationships, experimentation and persistence rather than authority alone.
Within this circle, conversations begin to explore questions such as:
This shift in focus often changes the tone of a conversation. Energy moves from describing barriers toward identifying possibilities. Importantly, the Circle of Influence is rarely static. As relationships strengthen, evidence grows, and new voices are brought into the conversation, influence can expand. What once felt outside reach can gradually move within it.
For leaders and facilitators, helping people recognise and use their influence is a critical part of enabling change. Yet influence alone is not enough without curiosity, influence can become limited by existing assumptions.
The addition of a Circle of Curiosity introduces a powerful dynamic into change conversations. Curiosity invites people to pause before assuming they fully understand the problem or the solution. It encourages exploration rather than certainty.
In practice, curiosity may show up through questions such as:
Curiosity creates space for humility in complex systems. It reminds us that change rarely emerges from one perspective alone. In collaborative environments, curiosity also helps prevent conversations from becoming defensive or polarised. Instead, it encourages participants to approach difference as a source of learning rather than conflict.
For leaders, modelling curiosity can be transformative. When those in positions of influence demonstrate openness to learning, it signals that new ideas, lived experience and alternative perspectives are genuinely valued.
What makes the three circles powerful is not simply their individual meaning, but the movement between them.
Effective change conversations often follow a natural progression:
This movement allows people to remain grounded in reality while also generating possibilities and learning. Rather than forcing optimism or ignoring constraints, the circles create a structure that honours both challenge and opportunity.
In complex systems, change rarely happens through linear planning alone. It emerges through relationships, shared understanding and the gradual accumulation of insight and action. Through facilitating change in this way, the space is created to build relational connections, providing the opportunity for people to share how they are feeling. Not only does this bring a layer of authenticity to the change work, but it also provides understanding about whether people are feeling in, or out of, control. This, in turn, enables people who are facilitating or leading the change to respond to this and to ensure that people can work through the change piece together.
The Circles of Concern, Influence and Curiosity provide a simple yet powerful framework for supporting this process. They help people balance realism with agency, and action with reflection. Most importantly, they shift the focus of change conversations away from what feels impossible and toward what can be explored, influenced and learned together.
In a world where systems are increasingly interconnected and uncertain, this shift may be one of the most important leadership practices we can cultivate.
If you'd like a discussion or more information about this framework please get in touch with Liz via her profile below.
The publisher is Citizen Network. Leading Change Through the Cirlces of Concern, Influence and Curiosity © Liz Leach 2026.
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