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Implementing methodical co-creation as a new norm or social innovation in disability services takes more than regulatory policy steering or just delegating the change leadership mandate to first-line managers (FLMs). First, motivating and empowering FLMs requires sensemaking that is grounded in asset-based and sense-of-coherence approaches that both recognize and disturb their situated service narrative. Facilitated collective dialogues that are based on deep listening and salutogenic approach may help promote change towards the co-creative service culture. Second, pathological narratives that weaken FLMs’ motivation and perceived abilities may be gradually transformed to instead empower them for change leadership.