See attached file

Video Transcript 1

·

· [Organizational Change in Policing– Increasing Efficacy, Efficiency, & Equity]

· 00:11

JOSEPH SCHAFER: I’m Joe Schafer, I’m a professor of Criminology and Criminal Justice at Southern Illinois University in Carbondale, Illinois. [Joseph Schafer, Professor, Department of Criminology and Criminal Justice, Southern Illinois University, Carbondale] This case study considers issues of organizational change in American policing, particularly as it relates to what I’ll refer to as the three E’s of organizational change– Efficacy, Efficiency, and Equity. American policing is in a period of intense public scrutiny, including discussions about how to properly equip, train, and orient officers

· 00:43

as they perform their duties. Communities and their leaders are calling upon police organizations to modify how officers are supervised and held accountable. Implicit in all of these conversations is the need to introduce change within police organizations. [Proposed Changes in Police Organization] Changes in policies and procedures for how officers perform their duties. Changes in how officers are trained and equipped. Changes in the ways in which we supervise and ensure oversight

· 01:14

and accountability of officers. And in some cases, changes in the very philosophy and mindset of policing in our nation. The need for change might be apparent, but how to achieve success in change efforts has historically proven difficult in American policing. This video will examine how change might be implemented within the policing profession and within individual organizations to increase the efficacy, efficiency, and equity of policing. The insights I will share are based on a research project I completed with Dr. Sean Varano of Roger Williams University

· 01:51

in Rhode Island. We surveyed over 1,500 mid-level supervisors and executives attending the prestigious FBI National Academy program in Quantico, Virginia. Participants were asked to reflect upon and report their experiences with organizational change. [Understanding Change] Police departments, like most organizations, undergo constant change. New laws are created that modify what officers enforce

· 02:24

or how they perform their duties. Budgets change from year to year, shifting opportunities and challenges. Personnel are hired, resign, retire, or are promoted. New technologies emerge and new policies are formulated. All of these place police organizations in an environment and a process of continual change, reform, and evolution. Agencies and personnel, then, are continually changing, be it policies, practices,

· 02:57

or policing approaches. Recognizing this discontinuity of change, it’s important to distinguish between adaptive and purposive change. [Adaptive Change] Adaptive change in any organization will occur when that organization or its employees shift or make modifications in response to the environment. When the external environment requires a change, the organization or the individual employees adapt. Adaptive change is normally something agencies must pursue,

· 03:29

not something they choose to pursue. [Purposive Change] Purposive change, in contrast, is an effort that an agency and its leaders pursue voluntarily. They take it upon themselves. It is change they pursue because they believe change is necessary, not because the environment is forcing that change. It is change pursued because it is believed that change is the right thing to do, not because change is necessary or required. [The Challenge of Change] Despite good ideas and good intentions, we often see that purposive change efforts fail, or fail at least to produce their fully

· 04:12

intended and desired results. Purposive change efforts often encounter resistance and barriers to full acceptance and success. This is true in organizations of all types and sizes, not just simply in police organizations. The difficulties of achieving success with purposive change is compounded when we consider research that shows when people experience failed change efforts they become less receptive to future changes

· 04:43

themselves. Struggles to purposively change organizations become more difficult when there is a track record of failure in the past. Despite all of these challenges, organizations of various types and sizes can only remain viable and relevant when they engage not just in adaptive change but also in purposive change. This is true not only in policing but in any profession or industry. Purposive change represents organizations and professions seeking to push and advance themselves

· 05:17

and to control their own destinies. In this way, purposive change is a vital and necessary feature of any organization. In a free society, it is highly desirable to have policing systems that continually seek to change in order to improve what I would term the three E’s of evaluating police efforts– Efficacy, Efficiency and Equity. [The Three E’s of Change] Let’s talk for a moment about these three E’s. Efficacy refers to the extent to which police organizations make

· 05:48

a difference in the communities that they serve. Are they effective in achieving whatever goals we might define for their efforts? Are they reducing crime? Are they serving the public? Are they making communities better and safer places to live? [Efficiency] Efficiency, of course, is an assessment of the benefits an organization achieves in relation to cost. Efficient organizations have a favorable balance

· 06:15

of costs in relation to the benefits that they realize. They make good use of limited fiscal, personnel, and material resources. Of particular importance in policing a free society is the notion of equity. Are police efforts resulting in fair, just, and equal treatment of all persons? Are people enjoying the benefits of policing resources and being treated in the same way, regardless of their race, ethnicity, sex, age,

· 06:47

income, or other attributes? The policing profession and its leaders need to pursue purposive change that enhance one or more of the three E’s. Even where organizations might perceive they are doing well, there is invariably room for incremental improvement on at least one of these dimensions. [Achieving Change in Policing] In our research in the FBI National Academy, we asked respondents their experiences with and perceptions of change processes

· 07:23

within their departments. What we learned is that, while most participants indicated they had experienced multiple change efforts in their agencies, most also indicated at least some of those efforts had failed. We also asked study participants a series of questions to help us better understand what factors were associated with successful versus failed change efforts. Understanding these dynamics is imperative if policing is to engage in purposive change in pursuit of enhancements

· 07:56

on the three E’s. [Buy-In] One of the first steps in achieving successful change, particularly purposive change, that is not being forced upon an organization is convincing employees that change is necessary and good. This is not as easy as it sounds. We all have a tendency to become complacent and comfortable with our circumstances.

· 08:25

Change is frequently an uncomfortable process. It requires us to relearn routines and change our habits. To modify the old cliche, it’s not that an old dog can’t learn new tricks, but that doing so requires effort and intention. To achieve successful change, we have to convince people that that change is important and worth the investment and effort. [Communication] Leaders cannot assume followers will share their enthusiasm

· 08:58

for change without securing their commitment and buy-in. This requires leaders to do more than simply issue orders and commands. It means leaders have to involve employees in the process of change, give them a voice, and listen to their concerns. Communication is vitally important in changing organizations and their practices. Employees develop commitment to change when they are given the chance to help formulate and implement

· 09:26

that process. Their buy-in is, in part, secured by explaining the need for change and allowing employees a voice so that they can express their concerns and their needs. [Clarification] Communication is also important when purposive change is complex or involves a new idea or approach. Top leaders in an organization might develop a new philosophy

· 09:57

or crime-reduction strategy. That plan and its purposes– intents, meanings– might all be very clear to the leaders. But are they equally clear to the employees? We often see employees wanting more clarification in purposive change effort. Those leading change tend to be at the top of the organization and work in a world of broad generalization. Those affected by change efforts are normally front-line employees who work in a world of greater

· 10:30

specification. Front-line employees need to understand what a change initiative means for the tactical decisions that they make on a daily basis. We often see a gap between the vision of change held by top leaders and an understanding of what that means operationally for front-line employees. Clarification and communication are needed to bridge that divide. [Employee Involvement] Involving employees in the process of planning and implementing change helps those employees understand the change, see the value and need for that change, and to develop trust

· 11:10

within their leaders. Change tends to fail when employees are shut out of the change process, when change is forced upon them, when changes done to, rather than with, those employees. This does not mean every employee has to be involved in every change effort or every management decision. But it might mean that representatives of employees need to be a part of the team responsible for planning and implementing change efforts. When trusted representatives are at the proverbial table, employees are more likely to accept and support

· 11:46

the need for change within the organization. [Culture & Tradition] Individual organizations have unique cultures and embedded traditions. Once again, this is not at all unique to police organizations or the policing profession. We see this in any organization. These factors do not mean that purposive change should

· 12:11

be ignored or avoided because of fear of culture or tradition. But it does mean that that culture might need to be shifted, or those traditions might need to be modified or redefined. Those processes are not easy. They often take time and do not occur overnight. And the effort to do so is not always a success. Those leading change efforts need to understand the culture and tradition of the organization itself. Culture and tradition condition how change is pursued and, in some cases, might even provide

· 12:47

opportunities to streamline the change effort. That requires, however, that leaders are recognizing, aware of, and conscientious of the culture and tradition of the workplace. [The Human Side of Change] What all of this speaks to is the idea that change is not just a mechanical process, changing an organization is not like changing the battery on an automobile. It’s not a mechanical process of simply rewriting policies,

· 13:21

procedures, or plans. Change has a very strong human element. Change affects and is carried out by humans and individuals. As a consequence, leaders must recognize the human side of change and respect how employees want and need to be treated. Failing to involve employees, giving credence to their concerns, communicating plans, or securing their trust in commitment to a change effort

· 13:49

will almost guarantee successful outcomes remain elusive. The factors associated with the human side of change are perhaps the most important elements in determining the success or failure of those efforts. [Resources &Training] The more sweeping a change effort becomes, the more likely it is that employees will need resources and training to achieve successful outcomes. This might sound simplistic and common sense, but it proves to be a real barrier

· 14:23

for a lot of change efforts. New policing approaches might require officers to learn new ways to perform their duties. New initiatives might take time to yield anticipated benefits and to work smoothly. Some change efforts require the investment of extra resources before we see increased efficiency and efficacy. It can be hard to be patient in the change process, and citizens often expect immediate results. [Modification Along the Way] Change efforts normally require leaders and organizations remain open to modifications and changes

· 15:04

as those efforts are in progress. Just as a cross-country road trip might require us to change our route because of construction, weather, or new tourist opportunities, change in an organization requires us to be open to the need to change our plan, our expectations, or the very processes and timelines we have implemented with that change effort. It’s common for us to need more time to achieve successful outcomes or to change

· 15:33

our plan of action. Those who successfully lead change efforts understand and recognize the need for change in their approaches. They need to be flexible and attentive to shifting circumstances, as well as unanticipated opportunities. [Leadership] What all of this speaks to is the need for real and true leadership in police organizations. In an era when purposive change is increasingly vital and important to the policing profession, we need more police officials who can demonstrate not just a proficiency as a manager or administrator, but a capacity to be a leader, regardless

· 16:16

of their formal rank. [Conclusion] In conclusion, American policing is under tremendous pressure to change and modify its practices, its beliefs, its traditions, and its culture. While we might debate whether some of that pressure reflects a need for change in practices versus a change in public understanding of the realities of policing, the fact remains that purposive change efforts

· 16:46

are needed. [Summary] This is particularly the case in terms of policing and improvements we might see in the domains of efficacy, efficiency, and equity. Many police organizations and officers do exemplary jobs in making our communities safe and secure. But there remains continued and ongoing room for improvement. Its the responsibility of contemporary police leaders to find ways to guide organizations, processes, and personnel to successful outcomes, and to negotiate the many challenging environments

· 17:20

in which police organizations find themselves. Consider a few questions related with organizational change in police organizations. [Reflective Questions] Place yourself in the role of a police officer. How would you want to be led through the process of change within your organization? What practices and habits would you like to see from the leader responsible for initiating that change process? What voice should you and your peers have in the process of defining and implementing change

· 17:52

and the change practices within your organization? Consider, police leaders must sometimes lead their organization and personnel through changes that are unwanted and unpopular, particularly within the workforce. How do you think a leader might go about confronting resistance to change in those types of situations? And finally, how might a leader go about securing the buy-in of employees to adopt a new policing strategy? How can a leader make the proverbial old dog

Instruction and Question

Read the following video transcript, which is a case study on policies, training, equipment, supervisory aspects, and mindset of the police force:

Summary: Professor Joseph Schafer discusses organizational change in policing and how to increase the effectiveness of change. American policing is in a period of scrutiny, and the public is calling for policing strategies and training to be changed. Schafer discusses the challenge of change and the steps to achieving successful organizational change.

How have the origins of American policing affected current policing methods and perspectives in the realm of policies, training, equipment, supervisory aspects, and the mindset of our current police force? Bring in one similarity and one difference that you see from a historical perspective from the onset of the police organization.

350-450 words excluding references, APA format and a minimum of 3 references