Conversation and potty talk are the most powerful and natural method of communication that can enable change in any organizational context. They play different roles in facilitating a good climate for the social construction of engagement and change. They enable diverse people, especially leaders, to foster understanding, context, and shared meaning for positive transformational outcomes. Communication is a great tool for change because it only requires a change in thinking and understanding. The guided conversation is semi-directed and designed to share insights, create understanding and new knowledge. Involving conversation in the change process implies that language enacts the change effect which is crucial in every organizational context. Change in organizations can be triggered by various conversational forces that can act within the external or internal environment of the organization. Change can be episodic or continuous. Continuous change can be used to clarify the idea of ​​change as “becoming” to encourage people within an organization to work towards it. Realistic vision is very important to guide change efforts because it is realized over time. For example, the change process involves carrying out various activities whose outcome can be evaluated within a certain period of time. Lewin's field theory proposes that change can be facilitated by increasing and maintaining the forces that promote it to unblock the current situation and reduce all resisting forces. (Etzol, p.56, 2008) Conversation and mundane discourses focus more on the relational perception of change as opposed to Cartesian change. They help different people in an organization learn about the assumptions that underlie the social construction of cha...... middle of paper ......0300855Harvey, TR, & Broyles, EA (2010). Insecurity and inconsistency of rules. Resistance to change: A guide to harnessing its positive power (pp. 64-70). Lanham, Maryland: Rowman & Littlefield Education. Kotter, J. P. (2013). Choose strategies for change. John P. Kotter on what leaders really do (pp. 55-58). London: Harvard Business Press. Kouzes, J. M., & Posner, B. Z. (2011). Section. Credibility, how leaders gain it and lose it, why people demand it (2nd ed., pp. 2-6). San Francisco: Jossey-Bass. Louwerse, M., & Kuiken, D. (2014). The role of prior knowledge and perceived realism. The effects of personal involvement in narrative discourse A special issue of discursive processes. (pp. 247-255). Hoboken: Taylor and Francis. Rothwell, W. J., Hohne, C. K., & King, S. B. (2004). THE ROLE OF THE EVALUER. Management of information and human performance (p. 149). London: Routledge.