Criminal Justice Organizations: Administration and Management

1. Criminal Justice Organizations: Administration and Management Chapter Fourteen – Change and Innovation

2. Learning Objectives • Understand why change occurs • Be familiar with the process of organizational change • Will be able to discuss four significant of a planned change • Understand the basic ingredients of planning in criminal justice • Understand personal resistance to change • Understand organizational resistance to change

3. Learning Objectives • Be able to discuss the characteristics of organizations that readily facilitate change • Be able to describe the process to overcoming resistance to change • Understand organizational development • Be able to describe unintended consequences of change • Be aware of ethical pitfalls resulting from organizational change

4. Why Change Occurs • Change can emanate from either inside of outside of an agency’s environment. • Performance gap – When the agency is performing improperly or below capacity, change is likely. • Employee turnover creates different expectations. • Technology – can reveal the need for change, particularly in communications. • Change is really the bridge between the organization and its environment. • Unexpected and unintended events can cause change.

5. The Process of Organizational Change • The optimal approach is a deliberate and rational process of rational change. • At best however, administrators process change through a process that is best described by • Bounded rationality • Garbage can theory • Planned organizational change consists of a set of activities designed to change: • Individuals • Groups • Organizational structures • Organizational processes

6. The Process of Organizational Change • Planned change steps • Create a sense of urgency • Build coalitions across the organization (critical mass) • Develop a vision • Communicate the vision and strategy • Empower the coalition to overcome barriers • Achieve short term victories • Use success as the basis for short term wins • Repeat new programs, policies, and procedures until they become rooted in the culture

7. Planning in Criminal Justice • Planning – “any deliberate effort to increase the proportion of goals attained by increasing awareness and understanding of the factors involved” (Dahl, 1959:340). • The first step in the planned change process. • Requires, • Review of the agency mission and goals, • Identification of constraints and opportunities • Forecasting, and • Identifying alternatives.

8. Resistance to Change • Planning change is technical and relatively straight forward. • Implementing change involves human relations and is the most difficult aspect of planned change. • Resistance to change can be intense, especially if the change is perceived to threaten entrenched values, mores, and attitudes. • Change agents should focus on eliminating, or at least mitigating, the sources of resistance.

9. Resistance to ChangeSources Personal Organizational Reward system Rivalry or conflict Previous fiscal commitments Threat to power balances Prevailing climate Poor choice of method History of unsuccessful change Structural rigidity • Misunderstanding • Failure to see the need • Fear • Lack of identification/ involvement • Habit • Vested interests • Norms • Threats to existing social systems

10. Resistance to ChangeCharacteristics of Innovation • Lower costs or perceived higher return on investment • Less complex change that is consistent with existing organizational structure • Change that comes naturally from inside the organization • Involving fewer people or processes

11. Resistance to ChangeOvercoming Resistance

12. Resistance to ChangeOvercoming Resistance • Three strategies • Individual – individuals must modify their attitudes, skills, and behaviors. • Structural and Systems – modifying the basic structure rather than merely changing a few procedures. • Organizational climate – involves changing multiple dimensions within the organization including the task structure and reward/punishment relationship.

13. Organizational Development • Focuses on the environmental influences of an organization. • Attempts to alter an organization’s values, routines and structures to create an atmosphere for change. • Organizational development (OD) tends to be more comprehensive and involve an entire organization. • Often it is necessary to identify a change agent.

14. Unintended Consequences to Change • The final outcome of change may be different than what was planned. • Reasons for unintended consequences: • Goals may not be thoroughly understood • Interventions may be exploited • Goals may be displaced by a bureaucratic emphasis

15. Ethics and Organizational Change • Change can be exploited by individuals inside and outside the organization. • Be aware that change threatens the lives of all individuals involved. • Honest and clarity of purpose are keys to insuring an ethical outcome. • Responding immediately to unethical behaviors has considerable symbolic value.

16. Implications for Criminal Justice Managers • Stability, predictability and consistency are virtues in most criminal justice organizations. • Change is often very slow and methodical in criminal justice unless the organization’s survival is threatened. • Consistency in leadership over the change process is a critical value.

17. Chapter Summary • Changes in agencies take place after external groups (citizens, legislators, clients, etc.) believe that the agency is underperforming • Change can also occur from pressure from internal constituents such as unions. • Change can take place by carefully planning or because of forces beyond an organization’s control. • The four significant elements of planned change are individuals, groups, organizational structure, and process.

18. Chapter Summary • The basic ingredients of planning in criminal justice are identify agency goals and problems, forecasting contingencies, creating alternative opportunities, and making clear the means-end relationship. • Personal resistance to change can be caused by the; fear of income or job status loss, need to protect territory, lack of trust in management, fear of new challenges, uncertainty and many others. • Organizational resistance to change can be caused by; traditions, ideology, past practices, deeply sunk costs, change of large magnitude, or a rigid organizational culture.

19. Chapter Summary • Organizations that readily facilitate change tend to have a professional rather than hierarchical structure and a culture of innovation and creativity. • The processes for overcoming resistance to change include; unfreezing, changing, and refreezing. • Change strategies should be aimed at individuals, structures and systems, organizational climate, and culture. • Organizational development is a process that attempts to alter systemic values, routines and structures to eliminate obstacles to change.

20. Chapter Summary • Organizational development requires an increased level of trust among members and creating an environment in which authority is based on expertise. • The final outcome of change may be different than intended. • Change often creates a new set of problems. • The ethical pitfalls of change include; creating winners and losers, harmful organizational politics, and the dishonor of past efforts and successes.

21. Thinking Point and Question • Upon returning home after attending a conference the Mayor called a meeting and instructed the police depa • rtment to “become a community policing organization”. • The Chief responded “We already adhere to many of the precepts of community policing. Mayor, what more do you want us to do?” • “I want you to go all the way!” The Major responded.

22. Thinking Point and Question • Using what you know about the planned change process, resistance to change, and the possibility of unintended consequences, discusshow you would implement the Mayor’s order. • Give particular attention to the Mayor’s lack of clarity in expressing his request.