Continuous ChangeContinuous change that is used to bring together organizational changes that tend to progress, develop, and aggregate. A change is emergent, which means a new organizational model in the absence of explicit prior intention. Change is a representation of an organized and anchored overhaul of work techniques and social practices. The unique nature of continuous change lies in the real idea that small, continuous changes, adjustments, created simultaneously between units, can accumulate to create substantial changes. This implies closely linked interdependencies. At this stage where interdependencies are manifesting, these same constant alterations, now limited to more modest units, remain essential as pockets of development that may prove appropriate in future situations. To get closer to the scenario, it is built around recurring integrations as raw material of organization, authority linked to the task rather than to positions, changes of authority in the form of transfer of tasks, continuous development of repertoires of responses , self-organizing rather than fixed systems, continually redefining job descriptions, consciously constructing responses in the moment rather than thoughtless application of past responses anchored in routines, and accepting change as a constant. It is in fact the image of an organization built around improvisation, whose variable contribution to groups of self-organized actors induces a continuous modification of work practices and modes of relationships. This image is represented by the assertion that change is often achieved through the ongoing variations that frequently emerge, however imperceptible, in the slippages and improvisations of daily activity. Improvisation is said to happen in the middle of paper... ...However, small changes are still small changes. Small changes could be unmistakable if they occurred on the verge of disarray. As the researchers found, Colville et al (1993) showed in their investigation of Little Explorers who underwent a culture change within British Customs. Micro-level changes also provide the ground for transformational change and the intention to systematize it. Therefore, it tends to downplay the extent to which previous arrangements of progressive progressions made them conceivable. In this scenario, people tend to attribute the success of the revolution to its break with the past and its vision of the future, even though this success might actually lie in its association with the past and its revision of what micro -previous progressions accepted as disorders. it is not important to break what fundamentally does not exist.