The paper explores how a linguistically informed analysis of an internal “Diversity and Inclusion” action plan from a mid-sized global professional services company, can offer insights into how the changes proposed in the text might be realised. It is posited that in spite of being unquestionably committed to the changes proposed, leaders and managers are engaged in discursive practices which reinforce the very stuff they want to change - and linguistic analysis may render this visible, and hence discussible. Thus the two research questions posed in the paper ask how change management is represented linguistically in the text and, what inferences can be drawn from this.