The Environment You Build Is The Change You Become - Exclusive Interview with Sandra Daniel
Brainz Magazine Exclusive Interview
Sandra Daniel is Co-Founder, Canada Lead, and Strategy & Systemic Change Designer at Openfield. Based in Canada, she works at the intersection of strategy, systems, and organizational transformation.
Organizational transformation is often framed as a challenge of getting people to accept a predetermined plan. Sandra Daniel takes a different view: lasting change begins by understanding the systems, incentives, relationships, and stories that shape behaviour. In this exclusive interview, she reflects on the experiences that led her to co-found Openfield, the principles behind its systemic approach, and her vision for organizations that can shape change from the inside out.
Openfield was founded on the belief that transformation often fails not because people resist change, but because the system asks them to do the impossible. What led you to this realization, and how has it shaped your approach to organizational change?
When I was nine, my family moved from Canada to France. Having not yet learned French, I spent most of my lunch hours sitting under a chestnut tree at the edge of the schoolyard, observing culture. There was a grassy knoll in the middle of that yard, ringed by small stones, that no child ever set foot on. No teacher had explained the rule. No sign existed. Everyone obeyed it anyway.
I was still churning that over when one of those stones hit me, thrown as a result of a tension that had been building among a group of older kids for weeks. It hurt, but what stayed with me wasn't the pain. It was what happened next. My teacher marched me to the front of the classroom and held my arm up while she explained to the class, in French I couldn't yet follow, what had gone wrong. She was trying to restore order. Instead, she created a different kind of harm, inside a system that had given her no better tool for the moment.
That was the moment the real question found me: not who threw the stone, but why systems respond to conflict the way they do, and whether they have to. This was a pattern I had noticed many times: a pattern of unhealthy conflict being generated by a lack of understanding or a set of systemic conditions that seemed to heighten natural human patterns of behaviour. I realized this was what I was meant to spend my life helping—to reduce systemic conflict as a result of permission-based norms. So I wrote a mission statement for my life.
By fourteen, I'd made no progress answering it, and that frustrated me. I felt powerless to affect the kind of change I believed I was only alive to serve. So I wrote a plan. Forty years, four decades: the first spent understanding context, the second understanding change, the third understanding systems, the fourth understanding conflict and how to intervene in it. I'm forty-two now. The fourth decade just began, and Openfield is what the first three actually looked like from the inside.
“They're one living system.”
At the heart of Openfield is a vision to change the way change happens. What does that vision mean to you personally, and what kind of impact do you hope to create through your work?
It means refusing to treat people as the obstacle to a plan or a desired future state. Most change work still starts from the assumption that the strategy is right and the humans need to catch up to it. I think that's backwards. Organizational structures and people leading and working in organizations are not separate things to be managed against each other. They're one living system.
Personally, I believe we are naturally built to change, to evolve as interconnected systems. It's when we see people as disconnected from consent and free will, when we see organizations as disconnected from impact and human capacity, and when we see resistance as stubbornness instead of a natural psycho-emotional and neuro-physical response to survival that problems arise. The impact we seek to have at Openfield is consensual and successful transformative change. It's about organizations and communities where people can collaboratively work towards the futures they want before change becomes a crisis, and where leaders build the systemic conditions for that instead of demanding it.
Many organizations have ambitious strategies but struggle to turn them into meaningful action. What do you believe commonly creates this gap between vision and execution, and how does Openfield help leaders bridge it?
Most strategies are written at the level of intention and rolled out at the level of activity, skipping the level where change actually lives: the structures, incentives, and stories that shaped the old behaviour in the first place. You can announce a new priority in every meeting for a year, and the organization will keep producing the same outcomes, because the systemic nature of the change hasn't been addressed.
We close that gap by taking a systemic and collaborative approach to change, using a change model we designed and have successfully used in hundreds of organizations and communities called the Change Platform Model (TM). Embedding neuroscience and collaborative practices into our change journeys, we design interventions with clients to shift the conditions for transformation to occur one conversation at a time.
Openfield works through learning, convening, and consulting. Could you explain how these different approaches help organizations navigate complexity and create a transformation that lasts?
Our systemic approach to change requires our practitioners to be multidisciplinary. One organization or community may be ready for change to begin with capability enhancement, whereas others might require a carefully architected collaborative experience to re-frame their change journey. We take a systems-centric change design lens and work with our clients to design and implement multi-disciplinary journeys beginning with their place of readiness and oriented towards empowering them to succeed in their own cultural ways.
Can you share an example of a particularly meaningful transformation you have helped facilitate, and what it taught you about people, leadership, and systemic change?
One of the most meaningful transformations I've been part of wasn't defined by a new strategy or organizational restructure. It was defined by a shift in how people saw one another.
We were invited to work with an Indigenous Community at a time when they were negotiating a process to reclaim their Nationhood and navigating significant organizational and governance change. Like many communities carrying both opportunity and complexity, the work wasn't simply about designing new systems. It was about creating the conditions for people to reconnect with one another, to rebuild trust where it had been strained, and to make decisions that reflected both the future they wanted to create and the history they carried with them.
Early in the work, it became clear that the challenges people described on the surface—communication, decision-making, accountability—were symptoms rather than the system itself. Beneath them were different experiences of power, different interpretations of past events, and different stories about what was possible. Until those realities could be acknowledged together, they worried that new processes or governance models would not create a sustainable change for the future they all desired.
Throughout our four-year engagement, we kept their territories, culture, and language at the forefront of everything we did together and the ways in which we supported their change process. The land held the relationships, the memories, and many of the tensions people were trying to navigate. This focus helped shift conversations, and over time, people started to exhibit levels of trust in each other and in the process of change in ways we hadn't seen before.
That experience reinforced something I've come to believe deeply: people are rarely resistant to change. They're responding rationally to the environments they've experienced. When we create spaces where people can safely make sense of those experiences together, new possibilities begin to emerge—not because someone has convinced them to change, but because they've discovered a different way of seeing the system they're part of.
It also reshaped my understanding of leadership. Leadership isn't simply the ability to set direction. It's the ability to design the conditions where collective insight can emerge. The most effective community and organizational leaders I've worked with aren't the ones with all the answers. They're the ones willing to slow down long enough to ask better questions, to make room for different perspectives, and to trust that people closest to the system often hold the knowledge needed to transform it.
That work continues to influence everything we do at Openfield. It reminds me that meaningful transformation doesn't begin with a solution. It begins with creating the conditions for people to see themselves, each other, and the system differently. When that happens, lasting change becomes possible.
“Leadership isn't simply the ability to set direction. It's the ability to design the conditions where collective insight can emerge.”
Looking ahead, what is your vision for the future of Openfield, and what would you like leaders and organizations to understand about the possibilities that emerge when change is approached differently?
When I think about the future of Openfield, I don't think first about growth. I think about contribution.
My hope is that Openfield becomes known as the systemic change design practice that helps organizations and communities work beneath the surface of transformation. Too much change still happens at the visible layer—new strategies, operating models, communications plans, and town halls. Those things matter, but they rarely explain why change succeeds or stalls.
What shapes behaviour lives deeper. It's found in the structures people work within, the incentives they respond to, the relationships they navigate, and the stories they tell themselves about what is possible, what is rewarded, and who belongs. That's where our Change Platform model begins. Rather than asking people to adapt to a new future, we help organizations understand the conditions that are already producing their current reality and redesign those conditions together.
We're fortunate to be doing this work across public, private, NGO, and First Nations contexts on three continents. While every community and organization is unique, the underlying patterns are remarkably familiar. Wherever power, incentive, and story intersect, they shape what people believe they can do. That is where systemic change begins, and I hope our reach continues to grow because these patterns exist everywhere.
If there's one thing I'd like leaders to understand, it's this: the environment you build is the change you become.
Culture isn't something that appears after transformation. It's created through the systems we design, the conversations we encourage, the decisions we reward, and the experiences people have every day. If those conditions remain unchanged, we shouldn't expect different outcomes simply because we've introduced a new strategy.
I believe the future of change leadership is less about directing people through uncertainty and more about designing environments where people can make sense of complexity together. When we pay attention to the conditions that shape behaviour—not just the behaviours themselves—we create organizations that are more adaptive, more resilient, and more capable of responding to whatever comes next.
That's the future I want Openfield to help build: one where organizations don't just manage change more effectively, but develop the capacity to continuously shape it from the inside out.
Sandra Daniel's perspective asks leaders to look beyond visible initiatives and design the deeper conditions from which trust, collective insight, and lasting change can emerge. To learn more about Sandra Daniel and Openfield’s work in systemic change, visit the Openfield website. You can also connect with Sandra on LinkedIn, follow her on Instagram and read more of her insights and articles on Medium.
