This article explores the question in an organisational setting of the interrelationship between vision, delusion, and reality. The urgent need for societal change on a number of fronts, not least in regard to the environment, suggests the importance of advancing the understanding of designing productive societal change efforts from the outset, and, critically, driving adaptations and corrections as efforts unfold. Using a case of an evaluation of an environmental initiative, the dynamic interplay between the driving vision, delusion, and reality as experienced by the consultant, by key client participants, and by important system stakeholders, is described in some depth so as to convey an impression of their workings. Clues to recognising dysfunction, to functioning amidst the circumstances, and to fostering some reconnection with reality are offered. This article closes with some further reflection on additional questions related to the project dynamics and to broader considerations.