How can we think holistically about engagement? And how can we understand the change in engagement more profoundly in order to make it shapeable? Using an ethnographic approach, we approached these questions with engaged people from different organizations, who told us about the reality of their lives in various interviews. We located the statements collected in the process on the four-quadrant model (based on Ken Wilber). The model reveals various dimensions that make it possible to classify and map the interdependencies between the individual (the engaged) and the collective (the organization/community/society), between the inner experience and what takes place on the outside. It quickly becomes clear that several factors play into these complex interactions: One's own psyche and attitude, culture and communication, behavior and skills, and also structures and processes. Change on the outside always means change on the inside - and vice versa.