The process of implementation differs markedly between a small-scale and a large-scale organizational change. Small-scale changes, because they are less likely to disrupt business or the flow of work with other parts of the organization, can often be accomplished virtually ad hoc, with little planning or related transitions. Large-scale changes, however, requires advance planning, budgeting, an organized project team, and sometimes even a change management program.
The implementation of a small-scale change can often be decided within the project group effecting the change, since it does not affect others within the organization. The small-scale project team may decide to accomplish the implementation by working through the night or over a weekend. They will likely not have to coordinate with anyone else to do this, with the possible exception of security, so this kind of flexibility is not a problem. The small-scale team also has the option to "create a platform to innovate and co-create," which would be too large an effort for the large-scale project (van der Klein, n.d., p. 10). The small-scale implementation can be more creative, as well, because the need to keep the project contained within certain specific guidelines so that it can be managed easily is not as much of an issue. Therefore, small-scale project implementations offer the opportunity to take a unique tack for a certain purpose.
Large-scale implementations, on the other hand, affect a large number of people. Within a company, a large-scale implementation may affect all of the company's employees and functional departments. The broad scope of a large-scale project means that it is more imperative for project leaders to engage in careful planning, scheduling, and budgeting so that the negative impacts are reduced. There is often a change agent or case leader who "initiate[s] or, at least, facilitate[s] self-transformation," and th
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