C H A P T E R F O U R T E E N
CHANGE AND INNOVATION
Criminal Justice Organizations:
Administration and Management
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
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
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.
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
o Bounded rationality
o Garbage can theory
Planned organizational change consists of a set of
activities designed to change:
o Individuals
o Groups
o Organizational structures
o Organizational processes
The Process of Organizational Change
Planned change steps
o Create a sense of urgency
o Build coalitions across the organization (critical mass)
o Develop a vision
o Communicate the vision and strategy
o Empower the coalition to overcome barriers
o Achieve short term victories
o Use success as the basis for short term wins
o Repeat new programs, policies, and procedures until they
become rooted in the culture
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,
o Review of the agency mission and goals,
o Identification of constraints and opportunities
o Forecasting, and
o Identifying alternatives.
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.
Personal Organizational
Misunderstanding
Failure to see the need
Fear
Lack of identification/
involvement
Habit
Vested interests
Norms
Threats to existing social
systems
Reward system
Rivalry or conflict
Previous fiscal
commitments
Threat to power balances
Prevailing climate
Poor choice of method
History of unsuccessful
change
Structural rigidity
Resistance to Change
Sources
Resistance to Change
Characteristics 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
Resistance to Change
Overcoming Resistance
Resistance to Change
Overcoming Resistance
Three strategies
o Individual – individuals must modify their
attitudes, skills, and behaviors.
o Structural and Systems – modifying the basic
structure rather than merely changing a few
procedures.
o Organizational climate – involves changing
multiple dimensions within the organization
including the task structure and
reward/punishment relationship.
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.
Unintended Consequences to Change
The final outcome of change may be
different than what was planned.
Reasons for unintended consequences:
o Goals may not be thoroughly understood
o Interventions may be exploited
o Goals may be displaced by a bureaucratic
emphasis
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.
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.
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.
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.
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.
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.
Thinking Point and Question
Upon returning home after attending a conference
the Mayor called a meeting and instructed the
police department 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.
Thinking Point and Question
Using what you know about the planned
change process, resistance to change, and
the possibility of unintended consequences,
discuss how you would implement the
Mayor’s order.
Give particular attention to the Mayor’s lack
of clarity in expressing his request.
