Planned Organizational Change

The ideal approach to creating change in any organization is to apply a realistic and deductive method of planned change. Within the realm of planned change, there is an eight-step process to implementing a program. However, there are four elements that are fundamental to any plan of action that will allow for an environment conducive to planned change. Planned change requires that those responsible for making decisions are not only rational, but must also have access to specific information pertaining to the plan, as well as the lack of constraints on time and resources (Stojkovic et al., 2008). The four key elements of planned change help to guarantee success in reaching a rational approach to important changes.

The four elements needed for substantial change are innovation, accountability, leadership that will challenge historical routines, and commitment to change. In the area of innovation, it is important to note that successful change cannot occur in a passive environment and that a proactive approach for planned change is necessary (Stojkovic et al., 2008). Just as planned change cannot be successful without innovation and a proactive approach; there should also be a proactive approach to the accountability of the decision- makers if one wants to see the planned change succeed. While many organizations have already set forth accountability guidelines, they are not without a measure of corruptibility (Stojkovic et al., 2008). To implement planned changed that is going to be above reproach, a system of accountability with safeguards in place to limit corruption is necessary.

The third element necessary for planned change is that there must be an acceptable leadership that is not afraid to challenge the status quo. To...

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...is an insider that will guide the forces of change while simultaneously altering the climate in a positive manner (Stojkovic et al., 2008).

The entire concept of an organizational change being handled sensitively with the entire culture being considered is in stark contrast to the paramilitary model where the climate is not conducive to change. Large police agencies and correctional systems are organized in a bureaucratic hierarchy. They have a clear chain of command that is rampant with formality that often makes it difficult to institute any type of change (Stojkovic et al., 2008). The top-down hierarchy considers only the organization as a whole, with top level administrators making the decisions for everyone. The lack of concern for subordinates often creates a climate of hostility that can often breed insubordination, but leave little room for alteration.