scale-characterized change Scale-characterized change has four main characteristics: fine-tuning, incremental adjustment, modular transformation, and business transformation (Dunphy and Stace, 1993). If organizational changes are described as a continuous process to adapt structure, people, strategy and processes, it is called fine-tuning (senior, 2002). Typically, refinement occurs at the departmental or divisional level of the organization. According to Dunphy and Stace (1993), the purpose of fine-tuning is to develop personnel suited to the current organizational strategy, linkage mechanism, create specialized units and refine policies and procedures (Todnem, 2005). promotes individual and group commitment to departmental excellence and organizational mission, clarifies established roles, and promotes confidence in accepted beliefs, norms, and myths (Dunphy & Stace, 1993). Incremental adjustment concerns the net modification of organizational strategies and management processes (Senior, 2002). But this does not entail a radical change. Unlike incremental adjustment, modular transformation is a radical change, identified by major changes to one or more departments or divisions. However, instead of focusing on the entire organization, attention is paid to only a part of the organization (senior, 2002). Corporate transformation is change that occurs at the corporate level and is characterized by radical alterations in corporate strategy (Dunphy and Stace, 1993). As Dunphy and Stace (1993) demonstrate, this type of change involved reorganization, a revision of interaction patterns, a reform of organizational mission and core values, and an alteration of power and status. Results of planned organizational changes Agreement...... half of the document ...... and overlooked. Since most organizational changes focus on current problems and future goals, courage and leadership are no longer needed to manage changes that have been taken for granted in many organizations. This essay proposed the need to establish alternatives to planned organizational change, two were introduced in section four: one is set up through discourse analysis, and another is through the analysis of change as translation. In the face of uncertainty, risk and challenges, it is not enough to proclaim the need for change for managers, leaders or change agents, who must promote and develop continuity in an ever-changing world. The purpose of continuity management is to connect the past, present and future to help organizations make sense of current changes and future goals. It requires patient, insightful and enlightened leadership.