How we change what others think, feel, believe and do
Scope of Change
The scope of any change has a significant impact on the approach that is needed. A small change can be done on the fly, whilst changing everything is not so easy.
One dimension of scope is the amount of things that are changed.
Scope of impact
When some things are changed, they have a significant ripple on other things. Thus, for example, changing a company policy or an organizational goal will have a very broad impact on whoever is involved.
Amount of work
The 'what' of change equates to the amount of work that needs to be done. This does not necessarily equate to how many people are affected, for example where the change work involves few people, but stretches over a long period of time.
Complexity of work
Some work is easy to do, whilst other work requires significant expertise, such as when new products or complex IT systems need to be developed. Complex work needs expert people who are expensive and who do not always agree with you. Complex work also brings with it risks of failure that need to be managed.
The most difficult work of change is often around people.
Numbers of people
When you have to change a lot of people then, even if the change is small, the job will not be that easy. When you have a lot of people to change, then you may find that someone, somewhere will be more trouble than the rest of people put together.
Degree of resistance
If you are going to implement a change that will highly unpopular into an organization where authority is devolved to a low level (for example where most people are 'professionals'), then you must expect a significant level of resistance.
Combining the above 'what' and 'who', four common scopes of change can be identified, in which different approaches may be used.
And the big