Many complex policy processes face stagnations. People involved sense that continuing along existing paths will not produce those outcomes that are desired and deemed necessary. But changing and developing new action strategies is difficult. This article presents the results of an action research that was conducted with civil servants of the Dutch Ministry of Agriculture, Nature and Food Quality. They worked on policy aimed at sustainable agriculture but deadlocked on existing ways of organizing, structuring, and thinking. The configuration approach, a social-cognitive approach of change, provided the theoretical basis. The research reveals hidden configurations, including their fixated frames and patterns perpetuating them. Based on these insights, some suitable interventions are developed. In addition, the research itself proves to be an intervention in its own right that contributes to revitalizing the stagnated processes.