NCJ Number
123763
Journal
Police Chief Volume: 57 Issue: 4 Dated: (April 1990) Pages: 136-138,140
Date Published
1990
Length
4 pages
Annotation
Police organizations in the 1990s will be confronted with more constant demand for change than at any other time in history.
Abstract
The focal point for change must emanate from the chief's office. The chief's ability to manage the political arena that surrounds implementation of the change process will be most important. The primary problem confronting the chief is acknowledging past decisions and behavior in order to bring about change and convincing the staff that the changes will be advantageous to them. Also, the chief has a great deal of discretion in determining the fate of his immediate subordinates which creates an atmosphere of uncertainty on the part of the staff. Change is generally viewed in a negative context, since most significant modifications occur as a direct result of a major procedural mishap. Front-line employees usually perceive themselves as suffering the consequences of this mishap in the form of increased restrictions to existing policies, however, an effective means for overcoming this resistance is a well-prepared program of education and information. A suggested four-step approach for change in the police organization includes having the desire to change; rewarding desired behavior rather than old behavior; presenting a credible model of the new behavior; and reinforcing the new behavior. 3 notes.