In this paper, I report from a study of an organisation in the midst of a major restructuring from being a family oriented business to becoming a global player. This seemed an excellent site to explore how practices may change in organisations. At first I was only able to hear two well-known stories about changes - a ‘for' and an ‘against' changes. A closer look at the data, however, also made it possible to detect a third story, a ‘yes, but' story. In this latter story, it was possible to be both ‘for' changes and to question (be ‘against') how these were being carried out. All three stories were told from specific perspectives on the current restructurings as well as on the history and the anticipated future of the enterprise. While I regard the ‘for' and ‘against' positioning as closing towards further inquiry, I propose that it may be through the work with the third ‘both-and' position that change of practices may unfold as creation and re-creation of meaning and as such as organisational learning.