Organizational change is an inevitable part of any business. To ensure successful implementation, any changes must be evaluated and adapted to address the organization's unique business environment. Change agents must consider the three dimensions of change, reason, their influences and the environment. DeWit and Meyer (199) describe that the magnitude of change consists of two dimensions, the scope of change and the extent of the change, and the pace of change has two components, the timing of change and the speed of change. To create an organizational capacity in managing change, you must manage it as a change and as a project.
While the ADKAR framework addresses change at the level of each employee, it also has a complementary model that adopts a top-down perspective of change. If the demands are widespread, the company may be forced to make changes to adapt to those demands, whether it's changes to the existing product or the development of something new. For two of these dimensions, they have developed systematic frameworks that can help managers to streamline and improve the results of their change projects. Understanding the dimensions of change management can improve the implementation of new organizational change programs. The change in development is more general and is bound to make an effective organization more successful.
Examples of the change in development include the expansion of product services or the number of patients being served. An example of effective change management and its impact generates support and mobilizes energy for a broader deployment effort. Both the motivation for change in the environment and the culture in which the change will take place play an important role. This model of organizational change can help business leaders and managers to maintain a strategic approach and improve the logistics and execution of a program. However, regardless of the project or initiative, any change that requires high levels of adoption and use by employees also requires focusing on the people of the change. They must be promoted strategically and intentionally through an effort to implement change management broadly.
The scope of change can be comprehensive or have a limited focus, with comprehensive changes affecting the organization in general and different organizational functions, while changes with a limited focus are limited to specific parts of an organization or organizational functions. At the business level, it's about developing capacities and competencies that make change management part of the way the organization does business. Even Prosci has an article dedicated to the five dimensions of integration for change management and project management, for example.
