We plan various changes at different speeds.
Various changes, that is, the transition of some states of objects of attention to others, occur at different speeds. The environment (the world around the agent) changes the fastest. There is always something happening around: new employees join the company and leave it, some of your friends get married, new movies are released, and so on. The speed of changes in the environment is such that we often cannot keep up with it, and this is normal: there are many more different objects and other agents in the environment than usually fall into the focus of your attention.
The agent's behavior and impact on the world change at a medium speed: it usually takes us time to adjust, fit into the updated environment, and start behaving differently, even if these changes have not affected our way of thinking about the world yet ("modus operandi"). For example, when you start forming a habit to think by writing, you jot down disappearing notes in your to-do list and then transfer them to a permanent knowledge base. You have changed your behavior, started new actions, but they have not "settled in" yet, you have not "appropriated" the habit of thinking by writing. This is why frequent failures occur: you forget that you need to act differently and may completely abandon thinking by writing.
If thinking by writing has become your "default thinking ritual", then it can be said that your way of thinking about how to reason has changed, and your mastery of concentration has improved: if you record your thoughts on paper, you can hold onto them longer and more frequently, convert them into actions much more often, than without notes. In other words, there has been a change within the agent, which psychologists call "skill internalization" (appropriation, transition to the internal level, when you consistently and regularly perform actions in different conditions).
The speed of changes depends not only on the "geography" of the change, but also on the system level where changes are required. For example, it is easier to organize the move of an individual than the move of a whole company. Teaching an individual to organize their day is easier than teaching a company collective. That is why a separate qualification level is provided in the SSM for those agents who were able to reform a large organization adopting new working methods - the "reformer" level.
In addition to geography and system level, the scale also matters. The more objects are affected by the change, the more radical the changes in their states required, the longer the change will take, as it is necessary to change the states of different objects and stabilize the new configuration. For example, what changes can be made in a house? Stop, do not read further and try to sketch out several different options of varying complexity.
If you have already tried, here are some approximate options:
Quick and easy Longer and harder Long and complex Put a flower on the windowsill Paint the walls Move walls (internal partitions) Lay a new blanket on the couch Move sockets Build a terrace Change the curtains Remove the old wardrobe, assemble a new Change the plumbing scheme
Thus, long and complex (infrastructure or strategic) changes, medium speed and complexity (organizational or operational), quick and easy (operational or tactical) can be distinguished. And they all require different efforts over different periods of time. Often, when planning changes, this is forgotten, and unrealistic reform deadlines are set in advance, for example, in a company.