This work is situated within the context of the correctional system and reintegration (JuWe), where the author, as a department head, experiences organizational change firsthand. Her thesis is that sustainable change in public administration occurs when traditional management approaches are complemented by collaborative, learning-oriented design strategies. To this end, she tests three design-based interventions—workshops, a role-reflection sheet, and interviews—and analyzes their impact at the individual, team, organizational, and leadership levels. The results demonstrate that Strategic Design is an effective design logic that frames change as a learning process, makes areas of tension manageable, and opens up spaces for reflection. A collaborative mindset for change emerges from the interplay of attitudes, experiential spaces, and artifacts. As a key finding, she presents the transferable tool “My Compass / Leadership Compass in Transition,” which empowers employees and leaders to actively shape change.