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CH06.pptxORGANIZATION AND CHANGE
CHAPTER SIX
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Organizational Change
Police organizations are not static entities
Change occurs when organizations adopt new ideas or behaviors
Success depends on how well the organization can alter the behavioral patterns of its personnel
That is, it depends on resistance to change by an organization
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Resistance to Change
A variety of factors contribute to resistance to change
Inertia: Doing things as they have always been done
Misunderstandings
Group norms
Balance of power
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Overcoming Resistance to Change
Officer involvement and participation
Participatory management style
Effective feedback
Autonomy at the job
Preparedness
Gradual change
Support to adopt
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Overcoming resistance to change
Overcoming Resistance to Change - Isn't It Obvious? (Video)
Overcoming Resistance to Change - Isn't It Obvious? Video Transcript & CC
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The Madison Experience
One of the earliest transition efforts from traditional policing to a community-policing paradigm occurred in Madison, Wisconsin
Started in the early 1980s before research and evaluation
In response to internal issues, Officers’ Advisory Council formed
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The Madison Experience (2)
Following the formation of the OAC, a # of key developments occurred:
Committee on the future
Quality leadership
Experimental police district
Citizen involvement
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The Madison Experience (3)
Following the formation of the OAC, a # of key developments occurred:
Committee on the future
Get closer to the people
Make better use of technology
Develop health and wellness in the workplace
How about stress in policing?
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Police Stress
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The Madison Experience (4)
Following the formation of the OAC, a # of key developments occurred:
Quality leadership
Teamwork for planning and goal setting
Data-based problem solving
A customer orientation
Employee input in decisions
Policies to support productivity
Encouragement for risk taking and tolerance for mistakes
Manager as facilitator rather than commander
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The Madison Experience (5)
Following the formation of the OAC, a # of key developments occurred:
Experimental Police District
Prototype of new organization
Decentralized
One sixth of personnel and jurisdiction
Sought to:
Develop employee participation
New management for COP and POP
COP and POP
P. 168
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The Madison Experience (6)
Following the formation of the OAC, a # of key developments occurred:
Citizen Involvement
Community meetings
Community leaders’ involvement
Feedbacks about the satisfaction with police and perceptions about the community needs
What might be a potential problem in this process?
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Results from Madison
A # of important lessons followed Madison’s efforts:
It is possible to implement participatory management in a police department
Decentralization contributed significantly to the creation of the new management style
The managers thought it is best to change one part of the organization before proceeding w/department-wide implementation
Recruiting highly educated officers makes difference
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Organizational Change Tied to:
Decentralization
Participatory Management
Higher Education Standards
Redefinition of the Police Role
Involvement in a representative body of citizens
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The Chicago Experience
Like Madison, Chicago attempted to change
Chicago Alternative Police Strategy (CAPS)
Six elements were involved in their move to community policing
5 of 25 districts were to be involved
Officers were to have permanent beat assignments
The department was to have a strong commitment to training
The community was to play a significant role in the program
Policing was to be linked to the delivery of city services
There was to be an emphasis on crime analysis
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WHAM in Chicago
P. 171
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Lessons Learned from Madison and Chicago
Chicago used regular officers & supervisors in its prototype districts
Madison used personnel who were “interested” in the program
Higher level of education necessary
Each departments change came from a different source
Madison – internal change
Chicago – external change
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Police Job Redesign
Traditional design of police jobs has been criticized
Research results on job redesign have found that enrichment makes a difference in job satisfaction and service quality
Importantly, a 2009 study identified importance of autonomy and feedback
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Innovation
The development and use of new ideas and methods
Most important to successful innovation is effective and energetic leadership from the office of the chief
Second is that the chief must be able to motivate departmental personnel
Third, the integrity of innovation must be defended
Fourth requirement for innovation is public support
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Learning Organizations and R & D
Continuous improvement cannot be achieved w/o continuous learning
Learning organizations
Able to process what it has learned and adapt accordingly
Essential to create a Research & Development unit
What are the benefits of such a unit?
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Police-Researcher Partnerships
Allow departments to get involved in a research project w/o all the necessary expertise or budgetary constraints
Researchers, on the other hand, are able to have an impact on policy through their efforts
Unfortunately, there are issues w/these two entities effectively communicating and collaborating
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Summary
Organizational change w/in police departments requires the development of a culture that embraces change
Obstacles and barriers to change exist
Madison and Chicago provide examples of success
Also important is job redesign, Compstat, Research and Development, and police-researcher relationships
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