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Textbooks on change management (e.g., Cummings and Worley, 2015) instruct that, in order for organizational change to be effective or successful, the number of members who should be involved in the change process varies directly with the scope of the change.  This approach suggests, therefore, that a change occurring in only a small portion of a large organization can be handled quickly and successfully while involving only a small number of members in the change process, and vice versa.  A recent change conducted in a large corporation, however, suggests this view of scope may need to be reconsidered.  In this presentation, I suggest additional context features that may override scope as a factor in designing and implementing a change process.  I use the organizational case to illustrate and support my hypothesis.

change management