NCJ Number
144591
Date Published
1985
Length
234 pages
Annotation
This case study examined the dynamics of the decisionmaking process in a major reorganization of the two largest investigative agencies in the U.S. Department of Justice, the Federal Bureau of Investigation (FBI) and the Drug Enforcement Administration (DEA).
Abstract
Four factors were considered in terms of their influence on the reorganization: resistance, coalignment, coordination, and conflict. Data were collected through personal interviews involved in the reorganization. In addition, the author reviewed historical documents, written records, testimony, and other types of public data. It was found that, given the national significance of the Federal drug enforcement effort, resistance to change was not a serious concern of policymakers during the time they were deciding on a course of action. While resistance was an important factor considered by policymakers, it did not become a barrier to developing a reorganization plan. With respect to coalignment, policymakers wanted to proceed carefully so that they did not end up with the worst features of both the FBI and the DEA. Coordination was a key reason for the reorganization, and policymakers took steps to prevent conflict and maintain productivity during the reorganization period. A historical review of issues associated with organizational change is presented, and the decisionmaking process involved in the FBI and DEA reorganization is detailed. References and footnotes