Transformation of agriculture towards increased sustainability is needed to meet the challenge of declining biodiversity. Nevertheless, stakeholders’ differing perceptions of what sustainability should be, and the multiplicity of possible ways to achieve it can lead to conflictual situations, highlighting the importance of conflict transformation as part of the broader sustainability transformation. If conflict transformation needs to be addressed to prevent the status quo persisting, such processes also reveal the state of social relations and allow us to analyze how collective actions could lead to broader transformations. Using three case studies involving conflicts around pesticide use in the region Bourgogne Franche-Comté (France), we investigate the hypothesis that transformation processes require the engagement of change agents who are motivated and able to overcome barriers to change. Results from 55 in-depth interviews with stakeholders highlight that transformational change depends less on the capacities of a single individual, and more on the mobilization of a plurality of heterogeneous actors (especially farmers, local authorities, and the general public). These actors need to carry out a range of activities that occur with and for others and have an influence on others. According to interviewees, the actors need to engage others, encourage new initiatives, create spaces for knowledge exchanges, and go beyond boundaries. The effectiveness of change agents also depends on the existence of participatory and proactive processes to bring individuals together to create or capitalize on windows of opportunity.