DALLAS EXPERIENCE - ORGANIZATIONAL REFORM

• NCJ Number: 47496
• Author(s): M A WYCOFF; G L KELLING; T H SASSER
• Date Published: 1978
• Length: 114 pages
• Sponsoring Agency: Police Foundation
• Corporate Author: Police Foundation
• Sale Source: Police Foundation
• Language: English
• Country: United States of America

Annotation

A HISTORY OF THE PROCESSES OF CHANGE UNDERTAKEN BY THE DALLAS POLICE DEPARTMENT IS PRESENTED, AND THE PROBLEMS ENCOUNTERED DURING THIS MASSIVE REFORM EFFORT ARE DISCUSSED.

Abstract

IN 1971, DALLAS RECEIVED A NEW POLICE CHIEF, WHO BEGAN A HUMAN RESOURCE DEVELOPMENT PROGRAM IN THE POLICE ORGANIZATION, INTENDED TO PRODUCE ORGANIZATIONAL CHANGE AND PERSONNEL ENHANCEMENT. THE GOAL OF THE PROJECT WAS TO IDENTIFY THE BASIC NEEDS OF THE DALLAS COMMUNITY AND TO STRUCTURE A POLICE ROLE IN THE COMMUNITY WHICH CONFORMS TO THESE NEEDS. THIS PROGRAM WAS A RADICAL ATTEMPT AT INNOVATION. IT WAS SCHEDULED TO BE PHASED IN GRADUALLY OVER A 5-YEAR PERIOD. THERE IS A GREAT DEAL OF PUBLISHED INFORMATION RELATING TO INNOVATION, BUT VERY LITTLE ON RELATED PROBLEMS; THEREFORE, THE PLANNERS HAD ACCESS TO LITTLE ADVICE ON EFFECTIVE IMPLEMENTATION PROCEDURES. AFTER SOME ORGANIZATIONAL DIFFICULTIES WITH THE POLICE FOUNDATION AND A RUSH TO DRAFT THE DALLAS PROPOSAL, THE FUNDING FOR THE REFORM PROGRAM FINALLY BECAME AVAILABLE IN EARLY 1972. THIS DESIRE FOR CHANGE WAS NOT SHARED BY CITY PLANNERS AND MEMBERS OF THE POLICE DEPARTMENT, AND THERE WAS A GREAT DEAL OF RESISTANCE TO THE PROGRAM. THE REFORMS BEGAN, BUT WERE MET WITH BAD PUBLICITY, RESULTING IN THE RESIGNATION OF THE POLICE CHIEF IN 1973. THE TRANSITION TO A NEW CHIEF WENT SMOOTHLY, AND THE REFORM PROGRAM CONTINUED, WITH LESS OPPOSITION THAN BEFORE. THE PROCESSES USED TO IMPLEMENT CHANGE ARE DESCRIBED. THE MAJOR PROBLEMS FACING THE DALLAS PROGRAM WERE THE LACK OF CLEARLY DEFINED OBJECTIVES, THE RISK AND UNCERTAINTY OF SUCH A MASSIVE REORGANIZATION, THE LACK OF EASY APPLICABILITY OF THIS PROGRAM TO OTHER CONTEXTS BECAUSE OF ITS SIZE, THE OPERATIONAL AND CONCEPTUAL COMPLEXITY OF THE PROGRAM, AND THE IRREGULAR POLICIES OF THE DECISIONMAKERS. THE DALLAS POLICE DEPARTMENT ENCOUNTERED PROBLEMS AT EVERY STAGE OF THE IMPLEMENTATION. AN EVALUATION WAS CONDUCTED TO DETERMINE IF THE PROJECT'S OBJECTIVES WERE MET. THE CONCLUSIONS ARE THAT THIS PROGRAM WOULD HAVE WORKED MUCH BETTER IF THE SCOPE WERE NOT SO BROAD AND IF IT DID NOT INCLUDE SO MANY PROJECTS. THE DEPARTMENT WAS SIMPLY OVERWHELMED BY THE MASSIVE SIZE OF THE PROGRAM. FOR DETAILS OF THE EVALUATION, SEE VOLUME TWO OF THIS REPORT, NCJ-47497. (BAC)