Short-Term Wins & Momentum in Change Management

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Within the potential change, initiative milestones exist that are to be achieved throughout the process. These form part of the eight stages of organizational transformation as described by Kotter, 2012. Planning and celebration of short-term wins are the sixth phase of the process and form a very crucial step. They provide a basis of motivation to the whole crew by enabling them to complete the change process (Gilley, 2001). In addition, it indicates the progress made as well as setting the pace for the next milestone.

Wins and Momentum

Milestone 1

  • It involves the implementation of new policies allowing changes to take place leading to success. In the business world, rules and regulations have applications in governing every action. Because of this, policies implementations allow the changes to take place because there were previously no policies in place to control their existence (Vogelsang, 2013).
  • This milestone will have achievement at the beginning of the whole change process. Before any change initiative begins, the policies that govern its existence should be in position. They will pave way for the changes to occur because there will be set guidelines on how to manage them (Vogelsang, 2013).
  • It has importance because it guides the planners on the operations of the process. As a result, the implementations can be performed by anybody provided they follow the instructions stipulated (Black & Gregersen, 2008). They provide a guideline or a set of instructions that should have an implementation. In this case, everybody knows the norms in the event of any technicalities or what procedure to follow when something happens. This minimizes time wastage through unnecessary consultations and things are done in a systematic manner because involved people understand their role in the entire process (Willard, 2009).
  • The milestone is celebrated by establishing a reward system for all the people involved in the potential change initiative. The rewards can take various forms and designs that are set to satisfy the people involved appropriately. For example, the people involved can take a break and rest for some time before resuming work as usual (Erskine, 2013). It will provide the necessary motivation required to achieve subsequent milestones that are within the potential change initiative (Vogelsang, 2013).
  • The set policies and regulations allow subsequent milestone achievement. It sets the trend for the next milestones by identifying needs. Each of them opens up the gateway for the next hence this milestone is open-ended and provides a framework for the next one (Erskine, 2013).

Milestone 2

  • Installment of the necessary infrastructure required to carry out the potential change initiative. Depending on the type of change that is taking place, there is a set of required accessories needed to facilitate the change (Kotter, 2012).
  • The milestone can be achieved through the change process. As the change initiative progresses the need for equipment and material emerges hence rising demand for such items (Gilley, 2001).
  • The success of the change depends on these issues making it crucial for them to be present. The change is a systematic process dependent on various factors implemented before their actual need. It provides an excellent platform for the change initiative to be implemented (Kotter, 2012).
  • The achievement of this milestone needs celebrating to act as a motivator for the people involved in the process. An elaborate plan of celebrating it is put in place to ensure that there is a reward system (Kinicki & Williams, 2008). The reward system will involve a break for the workers, a recognition event, and a testing ceremony to see whether everything is working in order.
  • These items will provide the momentum necessary to carry out the potential change initiative as the set infrastructure exists to ensure that the next milestone is achieved. The milestones are dependent on each other hence they will all require existing infrastructure to ensure that all of them fall into place (Willard, 2009).

Milestone 3

  • Ensuring that everything is working the way they are supposed to operate as designed. Existing equipment in place should be tested to ensure that they are working according to plan. Once everything is working in order then a milestone has had achievement and should have recognition (Black & Gregersen, 2008).
  • The milestone achievement will take place towards the end of the change initiative before the launching resultant product. After this stage, the next thing is to launch and implement the changes developed. Achievement of this milestone indicates the end of the changing process. The program will now be started after this has been realized and monitored to ensure there are no flaws in the system (Willard, 2009).
  • The milestone is crucial because it indicates the end of the changing process. After it has been achieved, the product is launched and implemented the change process. The milestone is the indication that the initiative was a complete success and that the new measures are now ready for implementation (Kotter, 2012).
  • The celebration of the milestone is through embracing the newest achievement of completing the whole change initiative because it is realized at the end of the program. All the people involved in the process are rewarded with payment for their services and people get to enjoy the new and efficient services that have been introduced. The reward system used here is crucial, as it acts as a motivation of the people during the next time such a change initiative is required. However, the feeling of having completed such a crucial task is satisfying and can be a form of reward to oneself (Black & Gregersen, 2008).
  • The momentum to carry out the change step of the initiative has the basis of the successful testing of the current milestone achievement. If everything is working in order, then the whole change initiative is implemented. After completion of the testing phase, then the next stage can commence. The success experienced in this phase provides the momentum required to carry on to the next step (Erskine, 2013).


Short-term wins are crucial in the execution of long-term goals and objectives. These short-term wins have various characteristics that need to be present for them to be recognized as short-term wins. The wines have to be visible to many to the extent that they can identify with them and recognize their existence. In addition, they should be able to produce an as little argument about them as possible (Black & Gregersen, 2008). They should be clear and precise in nature and at the same time, they should have a direct link to the change-taking place. Moreover, the people should be able to understand their role in the process.


Black, J. S., & Gregersen, H. B. (2008). It Starts With One, Changing Individuals Changes Organizations. Upper Saddle River, NJ: Pearson Education Inc.

Erskine, P. (2013). ITIL and Organizational Change. Ely: IT Governance Publishing.

Gilley, J. W. (2001). The Manager as Change Agent: A Practical Guide for Developing High-Performance People and Organizations. Cambridge, Mass: Perseus Publishers.

Kotter, J. (2012). Leading Change. Boston: Harvard Business Review Press.

Kinicki, A., & Williams, B. K. (2008). Management: A Practical Introduction. New York: McGraw-Hill/Irwin.

Willard, B. (2009). The Sustainability Champion’s Guidebook: How to Transform Your Company. Gabriola Island, BC: New Society Publishers.

Vogelsang, J. (2013). Handbook for Strategic HR: Best Practices In Organizational Development of The OD Network. New York: American Management Association.

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