Often, when things go well, such as short wins, an increase in performance, the sense of urgency diminishes. Many organizations and/or people feel comfortable with their current success, but often lose sight of the main goal. The “we've already won” complex might approach once the organization has already experienced a couple of short or small victories. Kotter and Cohen talk about how sometimes tasks completed early on can often be easier, which gives a false sense of comfort. (Kotter and Cohen 146) Often this happened either the manager decided to take on the easier tasks first or things just happened that way. Managers may need to get more creative and set up new ways to complete a task to increase urgency. While we want to keep the paddle for the medal, we don't want to kill too much and create burnout. Many times you still have to complete old work along with the new increased workload, so managers need to be aware of this. That's why it's very important for managers and other leaders to work together to coordinate changes. Managers can also consider things that can be eliminated to help reduce excessive killing or employee burnout. Different departments within an organization will need to play different roles in structured change. A manager needs to know how to coexist with other departments to help get things done. In the evaluation