This research investigates the enfolding of InnerCHANGE into Novo. These are two organisations with distinct identities that joined forces in 1985, and InnerCHANGE became one of the collectives under Novo. When they came together, they agreed to prioritise the evangelistic mandate of the church. They fleshed out their agreement into a hybrid model encompassing four areas of growth. These areas of growth are quantitative, qualitative, organic and incarnational. When these have been put to good use, they have contributed positively to their common purpose. However, this hybrid model seems to be a compromise that neither of these organisations fully adhere to. They do not focus equally on the four areas of growth. Sometimes an area of growth is portrayed as the best expression of their common purpose at the expense of others, which has stirred up some tensions in the organisations. This article reflects on the fruitfulness of the cohabitation of Novo and InnerCHANGE, and how this plays out on the local team level of InnerCHANGE South Africa. It also engages the existing tensions around the agreed upon four areas of growth to bring reconciliation and draw wisdom from it. The article is structured around how the cohabitation between Novo and InnerCHANGE started, cross-fertilisation, interaction with internal tensions and how the four areas of growth play out at a local InnerCHANGE level. It concludes that an intentional implementation of the four areas of growth by both Novo and InnerCHANGE could generate much wisdom and effectiveness in terms of their common purpose.