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As a starting point, the author examines an innovative practice of leadership training in a diocesan context. He reflects on the process of disseminating this innovation. The author advances the hypothesis that this process gives rise to a phenomenon of pastoral conversion, lived on different levels. Practice analysis indicates a community-based change, which the author attributes to the effects of social interaction. However, the analysis show gaps in the individual dimension of the change. Referring to Rom 12, the author perceives a call to go beyond a simple external conformity, in order to engage people in a process of internal transformation. In this regard, problem-solving theory could encourage greater mobilization of project participants through the establishment of learning communities.