having an overall plan is important, but breaking it down into smaller chunks, and releasing those changes to the organization slowly is more important. This approach will reduce the chaos caused by introducing too many simultaneous changes. It also gives the people affected by the change the opportunity to help shape future changes. I refer to this as a feedback-driven approach for creating change plans.
There is an interesting parallel to the WIP limit in Kanban. Since it takes time to integrate change, perhaps it may be useful to apply the "minimum viable change" pull model here as well, and talk about the an organization's capacity to integrate change.
