The document discusses generating short-term wins during an organizational change process. It emphasizes that both leadership and management skills are needed to facilitate meaningful short-term wins that maintain change momentum. A combination of visionary leadership and efficient management is required to lead and manage lasting change. The document also provides instructions for an assignment asking students to respond to peers' posts regarding their organizational change plans and proposals for short-term wins.

1. W6Discussion 1: Organizational Change Plan/Creating Small
Victories
In the change process, leadership characteristics such as vision
creation, communication, and empowerment are necessities.
Additionally, management skills such as budgeting and project
management are needed to facilitate concrete and meaningful
short-term wins that keep the change momentum going.
Consider the idea that it is not enough to be just a charismatic
leader or an efficient manager, but that a combination of these
skillsets is necessary to lead and manage lasting change. You
cannot be just a good leader or just a good manager; you have to
be a combination of both in order to produce short-term wins
along the path to major change.
To prepare for this Discussion:
· Review this week’s Learning Resources, especially:
· Generating Short-term Wins (synergetics.com)
· HT Whiteboard: Creating Short-Term Wins (Step 6) - Bing
video
Assignment:
Respond to at least two (2) of your peers' postings listed below
in one or more of the following ways:
· Provide some additional ideas your peers might consider to
help ensure a successful quick win.
· Based on your experience with change management, is there
any area of your peer’s plan that needs improvement?
· What tools or resources can your peers use to help accomplish
their outlined quick win?
· Think about your own quick win. Is there anything your peers
outlined or discussed that could help you to achieve your
outlined quick win? If so, what and how can you revise your
plan to include your peer’s ideas?

2. · 3 – 4 paragraphs
· No plagiarism
· APA citing
1st Colleague – Sandra
Sandra Patterson
RE: Discussion 1 - Week 6
Top of Form
Week 6 Discussion 1 - Organizational Change Plan
My organizational change plan assignments from Weeks 1–5 are
detailed as follows, and they defend why I have chosen not to
make major changes. In weeks 1-3, the specific plan that I had
was to create an approach for creating a sense of urgency. I
made an emphasis on the need to have a bank in various major
communities. Then I made plans to also have an insurance
agency and a social security agency in that same community
too. I chose to remove barriers in the community by making
sure that the appropriate officials organize different events that
would help the community to stay up-to-date on those the
importance of having these services. I chose to generate short-
term wins in the community by encouraging community
members to submit ideas for projects that would improve the
community. I sustained acceleration by always encouraging the
community to be proactive about change. (Kotter, 2012) Then I
followed through with the plan that I formulated by sending
pictures of plans for the upcoming bank, insurance agency and
social security agency in the community. (Kotter, 2012) I made
this change vision easy to understand. (Kotter, 2011) I would
make sure that they would open and close during convenient
times. The staff in these agencies will be conscientious of their
customers’ needs. The pictures will be posted in areas
throughout the community where the residents can see them.
In weeks 4-5 my specific plan was to sell my vision to a target

3. audience. My target audience was to be community residents at
large. When planning to open a bank, insurance agency and a
social security agency in a community, I would emphasize that
these services would be vital for the residents. The steps that I
will take to sell the vision will be to: a) create a sense of
urgency by pointing out the lack of such services, and b) pulling
together a guiding coalition that is strong enough to guide a big
change. Then I would c) create a simple vision by outlining how
these enterprises will be an asset to the area. d) I will then
communicate the vision through simple alerts. (Kotter, 2002) e)
After that I would empower people by removing obstacles to the
vision. I would make the guiding coalition become a positive
influence in the community. (Kotter, 2002) Then finally my
change plan will empower everyone in my organization. For
example, a manager might engage “disempowered” stakeholders
by managing change wisely through business intelligence,
emotional intelligence and spiritual intelligence. In business
intelligence, the stakeholders would get empowered by
researching the internal and external environments that they’re
a part of, analyze the data, and execute changes. With emotional
intelligence it would be displayed through independent
thinking, social responsibility, and problem-solving skills. With
spiritual intelligence, it would be reflected through an
individual’s strong value system and their openness to sound
new ideas. Then I realized that it would be important to have an
individual to also act as a compass for employees who doubt the
change process. I will empower my stakeholders by making sure
that I help them prepare for the reality that change is coming.
Finally I would review my approach by constantly reconsidering
what I would do differently next time. (Cook, 2004)
As I bring together the stakeholders who would and would not
buy-in to the change, a basic outline that I will follow as a
change agent to accomplish this quick win, will be to prioritize
that its success must be unambiguous. In addition, it must be
visible throughout the organization, and it must be clearly

4. related to the change effort. (Tanner, 2021) Therefore I will
also emphasize to my team that it’s necessary for preventing the
loss of momentum. I will remind my team that it takes time, so
as a result, it will eliminate any organizational discouragement
with the slow pace of implementing major changes. I would also
develop short organizational efforts that would result in
significant cost savings, increased revenue, streamlined
procedures, and more effective uses of technology. (Tanner,
2021)
There is a positive relationship among leadership, management,
quick wins and positive change because these relationships
bring together stakeholders. In addition, there are steps to be
followed to ensure success. First of all, it’s vital to lead with
transparency by making sure that the process followed for each
quick win is communicated and understood. Then it will be
important to test quick-winning in one department. I will start
with my marketing team. My third strategy will be to identify
agents of change. I will identify a collaborative team who can
get excited about change. My fourth step will be to create
layered projects. I will make sure that each business goal that I
lay out will have layers so that the staff can easily see their
progress. Finally, I will use quick wins to tell a story. People
love stories and they learn very well through stories, so I will
make sure that my teammates can celebrate after small
victories. This can help them to start building a narrative
toward their goal. This can also create a momentum to lead
toward the internal story as the team is propelled forward.
(Saxena, 2015)
References:
Kotter, J. (2012) Leading Change. Boston, MA: Harvard
Business Review Press. Chapter 8 “Generating Short-term
wins”.
Saxena, (2015) “5 Ways to establish a quick win culture in your
company.” www.entrepreneur.com.>article
Tanner, (2021) “Management is a journey” Leading

5. Change, Step 6. Managementisajourney.com>leading
2nd Colleague – Kristen
Kristen Springer
RE: Discussion 1 - Week 6
Top of Form
My major Organizational Change Plan is to implement
the Web-based software called Meditech EXPANSE to the
nursing staff of the Emergency Department (E.D.) at my
facility. As the Clinical Analyst for the E.D. my initial plan is
to hire a temporary director to take over the stressful
management of the E.D. so that I can have the official director’s
undivided attention. With this in place, I would then reignite
my director’s passion for nursing since it is hiding under her
pessimistic exterior. Since I already have her trust in my work,
I just need her to have faith in Information Technology (I.T.) so
that the nursing assessments integrate with the physician
documentation, and the encrypted security enhancements protect
our patient information. Keep in mind that the content alone
does not make the message stick: the key is how well you tap
into people’s emotions” (Kouzes & Posner, 2017, p. 138) The
change will not only speed up the processing, giving more time
for hands-on care, it will also come with regular security patch
updates.
A quick win not only builds confidence in the proposed
change but also provides visible evidence to reluctant users
(Laureate Education (Producer). (2012g)). By stepping out of
my comfort zone, I would meet with the Vice President of
Nursing and the Vice President of Information Technology to
request that the E.D. director gets to use two weeks of leave for
rejuvenation and the approval of my plan to hire a temporary
consultant to manage the E.D. “To some degree, all management

6. is manipulation—and that includes the production of short-term
performance improvements (Kotter, 2012, p.132). This quick
win is the most critical to my plan so that I could work daily to
win the heart of the director. I have confidence that getting this
one win will set me up to gain an advantage of power. I will
plan out the steps to create the meeting, organize the discussion,
implement the plan, and then celebrate with my director. By
enlisting this powerful leader, I feel confident the rest of my
ideas will fall into place. The director of the E.D. is a huge
influence on the culture of the department. If I can turn her
attitude around, I can enlist her to not only manage the change
but influence her as a leader which will turn the department
around (Kotter,2011). Since she was so negative in the past, the
E.D. nurses will notice a difference and they will be inspired.
They will easily enlist and want to listen to her after celebrating
this first win with her. It will be exciting new work for her and
day to day we can create new faster processes for the E.D. This
will not only give her time to rally the nurses, but the reduced
workload will enable her to make the computer implementation
a success. Her power is essential for my plan to work.
In the past education was lacking, but with more
dedicated time from the director, it will be much cleaner to
present to staff. I will propose the many reasons why I need
this small win to the upper management stakeholders. I will use
powerful arguments to outline how the project cannot proceed
without this first important goal. More education supplies,
more meaningful presentations, amply communications, and
more time to run through difficult medical procedures in our
TEST environment can’t be denied in such a crucial time in
history. “Without sufficient wins that are visible, timely,
unambiguous, and meaningful to others, change efforts
inevitably run into serious problems (Kotter & Cohen, 2002, p.
123). My supportive role to the director and this small win
gives hope for a successful implementation!
Laureate Education (Producer). (2012g). Step 6: Generating

7. short-term wins. Baltimore, MD: Author. Retrieved
from https://class.waldenu.edu
Kotter, J. P. (2011). Change management vs. change leadershi p
-- What's the difference? Retrieved from
https://www.forbes.com/sites/johnkotter/2011/07/12/change-
management-vschange-leadership-whats-the-
difference/#25f139c34cc6
Kotter, J. P. (2012). Leading change. Boston, MA: Harvard
Business Review Press.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-
life stories of how people change their organizations. Boston,
MA: Harvard Business Review Press.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership
challenge: How to make extraordinary things happen in
organizations. Hoboken, NJ: Wiley & Sons.
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