Abstract
Research on continuous change is ongoing. Some studies and theories suggest processes to achieve continuous change. However, there is relatively little research on the " processes " of how different incremental changes build on each other. In addition, there is no research on continuous change for NPOs. In this paper, we study the process of accumulating different incremental changes without a clear intention in advance. To this end, we attempted to derive the process through a case study. This article clarifies that the process of realizing continuous incremental change is a process in which leaders control risks and accumulate changes, and the role of external intervention in this
process.
