The dissertation accounts for an effort to bridge the social constructionist literature in the organization development (OD) field and the lived everyday experience of Colombian managers to enhance OD consultancy. By adopting a social constructionist approach to research and by giving priority to emergent accounts of organizational change (Burnes 2009; Tsoukas & Chia 2002), the author “brings out the attention of something that we have seen but not noticed” (Bergson 1946 cited in Tsoukas & Chia 2002:571). In this sense, this study brings out the attention on the process, rather than the content of everyday conversations (Shotter 2009). Indeed, the assumption underpinning this dissertation is that organizations can be transformed by changing the way in which everyday conversations are held and daily practices are managed (Bushe & Marshak 2009; Shaw 2005). In the following pages, this assumption is held up against the practical experience of eight senior managers interviewed and the relevant literature. The aim is to elaborate the distinctive characteristics giving rise to inspired practice by the social constructionist OD consultant within a Colombian context. The particular interest in the idea of a social constructionist approach to OD is less in how different actions transform how people think and act and more in how to enable practices and conversations that create different organizing patterns and therefore new ways in which people can respond and interact (Spinosa et al. 1997).