Change in an organization is directed by a multiplicity of voices that impact the way the system and the people respond to the needs of the market and customers, the business, extant and emergent technololgy and the psyche of the people across the organization. The purpose of this article is to expound a methodology that explores the interfaces and interplays of these voices with a central theme of alignment and meshing of the various psychological and aspirational needs of the active players in changing the way an organization works and thus making the business tick in a new language of processess and practices. The methods that were employed involved creating shared vision emanating from individual dissatisfaction levels based on the Change Equation initially created by David Gleicher in the early 1960s, and refined by Kathie Dannemiller in the 1980s , in conjunction with the Organizational Development and Alignment model based on The Tensegrity Mandala Framework, by Gagandeep Singh, Raghu Ananthanarayanan in 2013. The process involved deep dialogue with actual information and data from the current and past trends and experiences to identify the gaps to anchor the present to mould the future alongwith what ‘I” and ‘We’ need to change in order to meet the desired goals and shape the organization culture. The results indicated that the willingness to change is influenced by understanding the individual’s role in shaping the change, the linked roles thereof and the impact on the system. The overall model will help any organisation to anchor and manage the change desired to meet the demands of the industry in an inclusive and engaged manner.