Argues that the massive scale on which social problems are conceived precludes innovative action because bounded rationality is exceeded and dysfunctional levels of arousal are induced. Reformulation of social issues as mere problems allows for a strategy of small wins wherein a series of concrete, complete outcomes of moderate importance build a pattern that attracts allies and deters opponents. The psychology of small wins is discussed with respect to cognitive limitations, affective limitations, stress, and enactment of environments. It is concluded that the strategy of small wins incorporates sound psychology and is sensitive to the pragmatics of policymaking.
Weick, K. E. (1984). Small wins: Redefining the scale of social problems. American Psychologist, 39(1), 40-49.