Command and Staff Program

By Readiness Network, Inc.

The Organizational Change Battle Plan

Replies
453
Voices
236
Dr. Mitch Javidi
Instructions:  
  1. Post a new discussion related to the topics covered in this module.  Your post needs to provide specific lessons learned with examples from this module helping you enhance your leadership capacity at work.
  2. After posting your discussion, review posts provided by other students in the class and reply to at least one of them. 
  • The organizational change module made me think about how important it is to manage change – both simple change and complex change – effectively in law enforcement. I think that a structured approach, particularly in asking the right questions, is crucial for success. This helps us understand who's affected and why the change is necessary, which prevents hasty decisions and knee-jerk reactions that lead to resistance and low morale. As always, clear communication is key. Misunderstandings and the rumor mill must be avoided – they are a cancer to the department. We as supervisors need to reduce resistance to change and convert the inevitable naysayers to supporters. Sometimes easier said than done! We also have to make sure that adequate training and support is always put into place with change.

  • Justin Haynes

    This is again awesome to have written down. I think many intuitively know this process or have learned it. However, having simplistic things to reference such as the questions alone is extremely helpful. Those specific questions to use as reference help give a clear way forward and are readily available for reference. It really does help with actually planning things and getting words onto paper.

  • Thomas Shay

    When asking the questions before introducing change, I believe the most important to ask are "Who does the change effect?", "Who does the change benefit or hurt?" and "Why is the change needed?". I believe these can help prevent knee jerk reactions that some leaders make when deciding change is needed. If those questions cannot be clearly articulated when instituting any change, there will be people who are resistant.

    • Justin Haynes

      Thomas,

      Well said. The questions are the most important part in my opinion Stopping the knee jerk reaction can be worth its weight in gold.

    • I definitely agree with your emphasis on thinking about "Who does the change affect?", "Who does the change benefit or hurt?", and "Why is the change needed?" before implementing anything drastic. I think these questions can go a long way in preventing the typical knee-jerk reactions and hasty decisions that usually follow an announcement of impending change. And by carefully evaluating the impact of a proposed change before rolling it out, we can anticipate and address potential resistance more effectively. Plus, understanding the "why" behind a change not only helps us make more informed decisions, but also gives us credibility with our officers when we're telling them why we're changing something. In my experience, everyone wants to feel like they have some "buy-in."

  • Clayton Feagins

    This module outlined the importance of organizational change and also why it is important. The key take away for me was being able to incorporate a new idea into a traditional agency. The resistance to change will happen in some form whether internal or external. My own encounter involved new technology and the resistance was from senior personnel who was not experienced. I found that the proper training was beneficial to the success of that individual and in turn beneficial to the agency.

  • Michael Kathman

    I liked the who, what, why, where, when, and how advice in the lecture. Specifically, the who and mainly identifying those who are most likely to object. Change always seems difficult enough but when obstructionists exist it makes it even harder. I think it would be an easier path to take If we could successfully identify those most likely to object and gain their favor. As leaders, we need to be able to successfully communicate the reason why change is needed and the benefits that can be realized. We may be able to turn the most resistant into ardent supporters.

  • Lewis Blanchard

    Change is something that most people do not like. In fact, some people are downright obstinate and will catapult some people into retirement. There are things that can be done to soften the effects of change and Dr. Harrington pointed out that, as leaders, we should use intelligence to change. By effectively communicating the change to employees, we can lessen the perceived negative effects of change. In my experience, most people think of change as a result of someone making a mistake, when in fact it is quite the opposite.

  • Implementing change can prove to be difficult as it is generally disliked by people but it is a constant that we have to deal with to be successful within our agency and community. The biggest tool that should be utilized is communication as it helps your people better understand why it is being implemented and allows the opportunity for questions which leads to clarity and understanding. This will make it easier to get those challenging it to “buy” into what you are trying to do.

    • Lewis Blanchard

      Adam:

      I completely agree with you, communicating the change is very important. It is even better if you can find a few people who are really on board with the change and make sure they are “selling” it to others. In my experience, people will accept the change a little better when someone other than the “boss” is explaining the change. As you said though, having people ask questions and encouraging their feedback is also important.

  • Jessica Daley

    Change can definitely be hard in law enforcement. I do find it odd that we hate change as much as we do, given that there is so much change in our daily duties. You would think that we would be used to it by now and it wouldn't bother us as much. That said, I have discovered that with some people we are trying to implement change with, we just to explain why it benefits them to buy in to the change. Once we do that, they get on board.

    • This is a good point. We are always dealing with change in this profession yet it is continually fought against. Good leaders are willing to embrace the change as a way to make the department better. I also agree that it is vital to have good communication with your people so those who are trying to fight the change are better informed, which often changes there thought on it.

    • Michael Kathman

      I agree with you. I think that most people fear change because of a fear of the unknown. Change rarely occurs just for the sake of change. There is usually a reason. And it's usually a good reason. We just need to be better about communicating that reason and how it will make things better. It reminds me of early in my career when we went from hand-written reports to MDTs. You would have thought that the world was going to end. It didn't take very long for everyone to see the benefit. But, on the front end, there was little communication involved. It was more of a "now we're going to do it this way" approach.

  • Ben Jones

    People don’t typically like change within an organization; however, change is constant. In order to keep up with the times, change is needed. Whenever change is on the horizon, people feel uneasy, doubt sets in, and morale tends to drop. From my experience, this has contributed to individuals being comfortable with the normalities of their current job. I have never seen the nine principles of war until this module, but it makes sense. By utilizing this strategy, the change is properly managed, and the vision is clear. My department has gone the extra mile with this. Currently, my agency is being restructured from the top, down. In order for everyone to be on the same page, the has had several meetings with the officers to explain the upcoming changes. He allows officers to ask questions within the department pertaining to the change. He identified the current environment, created the process for change, explained the change, and will implement the change slowly. He utilized eight out of the nine principles of war. With change comes the unknowns or the surprise element of change. Once change occurs, the known surprise and “surprise” surprise element will more than likely occur.

  • This module discusses change within an organization and the difficulties that come with its implementation. I found it interesting when Dr. Harrington stated that Change is the only constant within the law enforcement profession. This is true on many different levels. For example, LEOs are always trying to figure out the most recent criminal trend and how to deter it, to the generational gaps within organizations that bring about a change in work methods, to the changes that are needed due to societal influence. I believe by answering Who, What, Why, Where, When, and How, we can alleviate some of the induced stress regarding change. By answering these questions specifically, we can remove some fear and doubt of the upcoming change.

    • Thomas Shay

      I agree that answering those questions will help with any change. One of the failures that I see a lot during change within a law enforcement agency is explaining to the people why a change is needed. If they don't understand the reason, there will always be some who reject the change.

  • Derick Eidahl

    I think the reason we hate change so much is because we are always dealing with it. It seems like we are always in the process of changing something. With that being said it always seems like it’s never the things that need to be changed. Almost seems like someone is just trying to leave their mark on something.

  • Mitch Allen

    The phrase that "the only constant in law enforcement is change" is so true in many ways. The way that we serve our communities has changed over the last couple of years drastically. Since I have been in law enforcement everything has changed from tactics to community service, to how we conduct ourselves on calls for service. I think that most of the change was for a good cause and has worked but some of the change that has occurred seems counterproductive.

    • I liked that phrase Dr. Harrington gave in her lecture. Law enforcement is always playing catch up trying to figure out the newest criminal trend. Regarding other areas of the profession, there have been drastic changes over the years. From community-oriented policing, lifting the stigma from MH to body camera implementation. These changes have been beneficial for the profession, but just show how change is truly constant.

    • Ben Jones

      Mitch:
      I do believe that some change within the organization is counterproductive for some. As long as the change is for the betterment of the organization, then the change is with good merit. Policing tactics is a changing environment and we must be adaptive to it, otherwise we fail.

  • Reynaldo Gregory

    We are creatures of habit and change is scary. It’s up to management to ease the anxiety of change and explain why it’s necessary. My agency lacks the proper communication when it comes to change. Most of the supervisors do not know what change is coming until after it has happened.

    • Mitch Allen

      Reynaldo, I will agree with you as my agency often implements change and then sends the email down stating this is what is happening with no explanation as to why. This is sometimes difficult to adjust to due to no guidance whatsoever.

    • When there is a distinct lack of proper communication, change won’t be taken seriously by the officers. Agencies must put an emphasis on identifying change agents and answering specific questions before implementing change.

  • Jon Swenson

    We, as law enforcement, seem to struggle with change. I found this module interesting with the specific who, what, where, when, why, and how questions to ask. They are simple questions that apply to nearly every situation relating to change or the potential for change.

  • Christopher Kozub

    As change is never well received in any organization, individuals at my department, of all ranks, have become "numb" of change. We have had a change at the top approximately every 12-16 months. This instability has caused people have no hope in anything direction that the department wants to go. I have decided on my own to have conversations with my units about this high turnover after seeing moral at an all-time low and finding out it was due to the unknown. I reiterated them to only concentrate on me and see me as the constant over the last 5 years as their lieutenant and not to worry about any one above me. Since than it has seem to keep them at a level head which is needed in a special operations division

    • Jon Swenson

      I found your perspective interesting. I can imagine how difficult it would be to have such turnover. It seems one would barely get used to how a particular leader handles something, and they would be replaced. That would be frustrating.

  • Nicholas Wenzel

    Change is never well received in law enforcement. The only certainty that many people have in a day on patrol is the methods and ways things are accomplished. Leaders play a critical roll in change as being able to explain and direct how the change will be accepted by the agency. The more people are informed the easier the change is.

    • Derick Eidahl

      I think you are correct. Leaders just come up with the idea that they think is great and want to implement it. They never seem to explain why or even how. Just informing people of the purpose would and can make a huge different in the support and feedback they get.

  • Caleb Tesdahl

    There was some very good information that laid out good questions for the who, what, where, when and how for change. With a good plan and the ability to adapt to unforeseen road blocks we as leaders can effect a positive change. This module was helpful in learning the right questions to answer prior to putting a "change battle plan" in place.

  • Emily Warnygora

    I thought the who, what, where, when, why and how questions listed were helpful when discussing the importance of communicating successful change for an organization. It is also important that we are deliberate in having the right people to rally to help propel the change and offer a clear vision so staff know why it is important that we are making the change.

    • Jessica Daley

      I agree. If you try to implement a change with the wrong people, then you will never succeed. Sometimes you need to change up the personnel as you continue to implement the change.

  • Gregory Sumner

    I believe that the main forces that law enforcement has towards change are primarily internal forces. When change is instituted, the primary people it impacts are those who have to bring the changes in. When they resist the change because they do not understand why it is needed, it becomes hard for change to be instituted.

  • Brian J. Blache, Sr.

    I was impressed by the change management module. It uses the MOOSEMUSS framework and considers all factors, both inside and outside the organization. The use of questions is smart and balances the needs of everyone involved. Asking basic questions is powerful and takes the guesswork out of managing change.

    • Gregory Sumner

      I agree. I also believe that internal forces are the hardest to bypass for change.

    • Caleb Tesdahl

      Well stated. The guesswork should be eliminated by answering the questions and using effective communication to roll out the change.

  • Lawrence Hurst

    Most of us have experienced changes in our environment that we where initially wary of but after time realized it was for the best. In my experience most of the worry simply could have been avoided by understanding why the need for the change. Earlier in my career it was custom that you don't ask why, you just do what you're told and that's that. Over time that has changed and now clear explanations or given for why something needs to be changed. In addition over the past 5 years or so things are changing at a rapid pace and we are all somewhat getting use to it now.

    • Brian J. Blache, Sr.

      This shift from a "do as you're told" mentality to one that encourages understanding and questioning signifies a progressive change in organizational culture. You're also right about the accelerating pace of change. In a rapidly evolving world, our ability to adapt and embrace change has become a necessary survival skill.

  • Jason Demoulin

    Change is certainly constant. In 28 years I have witnessed and had to evolve with many changes. My personal experience is that
    change is accepted more freely when people are well informed or that they see the advantages it brings. There will always be a small percentage of people who fight change and want to do things as they have always done them. Fortunately, when the masses "buy in", they have no other alternative but to comply.

    • Lawrence Hurst

      Jason you are right about that. We have all seen on many different occasions people who are stubborn and stuck in their ways and want to do what they have always done. But as the saying goes, the show must go on with or without you.

  • Angel Maranto

    Leaders must understand that there will be internal and external forces that will make the change process challenging. Individuals will resist change because of their lack of understanding. There may also be political upheaval or shifting community realities when there is change.

    • Emily Warnygora

      Very true, Angel. We need to offer explanations to our staff to fully understand why we are making change.

  • Jennifer Callaway

    By using the journalistic investigative approach, will aid leaders in ensuring they have thought of all aspects of change and included the right people in their approach. MOUSEMUSS is also a good tool to use in ensuring forward progress, anticipating the unknown, and acknowledging the progress that was made along the way.

  • Jesse Tallant

    Law enforcement agencies need to embrace change today. Change is happening at a rapid rate because of technology that is becoming available. Having a battle plan to make change happen is a great idea. This will give departments a plan that they can reuse if successful in implementing future changes. If you can create consistency in a change battle plan, workers will become more comfortable in embracing needed changes.

    • Angel Maranto

      Jesse, I agree. Creating an inclusive culture ensures that personnel on all levels remain well-informed and committed to change. This builds a trusting relationship that allows leadership within my department to navigate individuals through change effectively.

  • Kyle Webb

    Change is the one constant we face in life. When change is being implemented within an organization, having planned it out thoroughly and accounted for any possible contingencies that may change or hinder implementation makes the transition easier to overcome obstructionists and help create a buy in with others. I have found that if you can answer their questions and any "what if" thrown at you, the people are more open to the change in the status quo.

  • Amy Pope

    Change is never simple, and all aspects affected need to be weighed carefully before anything new is implemented. Involving others and being transparent in the process can go far in reducing resistance and ensuring successful change. People naturally fear what they do not know so clear communication both internally and externally increases trust and credibility.

    • Christopher Kozub

      When you say people naturally fear what they do not know cannot be more than the truth. We have had a lot of change in my department over the years, and everything that new sheriff comes in the rumors begin and the speculations begin.

    • Kyle Webb

      I agree with you that having two-way communication with others makes change easier to accept.

  • Jeffrey Snyder

    The first step in the organizational change battle plan is to identify the need for change. This involves analyzing current processes, identifying improvement areas, and setting future goals. Once the need for change has been established, it is essential to communicate this need effectively to all employees involved.
    The next step is to develop a strategy for implementing change. This includes identifying resources needed, creating a timeline, and establishing metrics for measuring success. It also involves engaging employees at all levels of the organization and providing them with the training and support needed for successful implementation.

    • Jesse Tallant

      Communication is vital in creating an environment where change can take place. Be out front and open with information about the need for change. This will help people understand the reasons and be more likely to follow.

  • Chiquita A. Broussard

    The 9 principles are a nice follow up to the questions. While the questions make it clear if the organization is prepared for change, MOOSEMUSS leads into implementation of change. It serves as a checklist to make sure progress is occurring. Using it can measure progress or indicate the need for an adjustment.

  • Jeffrey Griffin

    In our ever-evolving field, change remains a constant factor. However, it is encouraging to note that MOOSEMUS holds promise in adapting to the shifting landscape of law enforcement. It is not uncommon for professionals in our field to exhibit resistance towards change. Nonetheless, by employing the essential approach of asking the fundamental "5 W's" (Who, What, When, Where, Why), we can effectively navigate and embrace the impending changes within our department or organization. This practice will prove instrumental in facilitating a smooth transition and fostering a culture of adaptability and growth.

  • Bill McGuire

    Policing is fluid. Nothing stays the same for very long. Personnel, leadership, Policy, technology, community needs and training requirements are always evolving.

  • Megan Russell

    Change is going to occur whether we like it or not. Doctor Harrington gave us a battle plan and questions that need to be considered before implementing the change to make it more acceptable to individuals within our department.

  • Giovanni Tarullo

    Change is inevitable and needs to happen to adjust to the ever changing environment. Changes in tactics or changes in leadership are often resisted. If leaders use the strategies in the MOOSEMUSS concept, employees can be informed why the change is necessary, become involved in the change process and will see why change is needed. This will create buy-in and the employees will adopt the change.

  • Allan Tabora

    Change, although a scary thing for us all, is an important aspect of law enforcement. Change, whether we like it or not, is coming in one way or another. Utilizing all the principles we have learned during this course, specifically employing our skill to adapt and understanding the vision for the change can make it easier for us to accept it. Employing the many skills to include the MOOSEMUSS concept that Dr. Harrington pointed out can help us embrace change and adapt.

    • Jeffrey Snyder

      You're right, Allan. Even knowing what I know, I will still have the urge to resist change until I'm clear on the vision. Once that clicks, I'm good to go.

  • The way the world changes, police organizations also need to change. Officers resist change even when the changes being implemented are good and benefit them personally.

    • Bill McGuire

      True! Police will resist change just out of fear of the unknown. You can tell them they're getting a raise and they'll assume more work will come with it and fuss about it.

    • Nicholas Wenzel

      True, but leaders can play a large role in how the change is taken by subordinates. The more subordinates are informed the more willing they are to accept change and understand the benefits the change will bring. An example would be changing the make of squad car. If they are able to hear the benefits and get a chance to experience it prior to going on patrol with it there will be a greater acceptance to the change.

  • Eric McElroy

    Organizational change is going to occur throughout your career. Change is good in some aspects; however, it's mostly done in understandable and expected increments. Change gives the organization balance and sets a standard to follow so everyone is always on the same page. Keeping an open mind towards change and ensuring you are within the standards of your responsibilities will help you adjust to any changes within your agency.

    • Allan Tabora

      I agree with you Eric, as a piece of the puzzle in a law enforcement agency, as an individual, we must be open to change because it is coming whether we like it or not. Being open to change and understanding why the change is occuring or being implemented does help the morale.

  • Travis Dunsford

    Every time our agency tries to implement change I see a lot of resistance. This module provides a great way to implement the change. I look forward to using this style at the next opportunity.

  • Change is important to law enforcement as it enables agencies to adapt to evolving societal needs, improves community relations, enhances operational efficiencies, and addresses systematic issues. Embracing change allows law enforcement to stay responsive, innovative, and accountable, ultimately leading to more efficient and equitable delivery of services to the public. Using this module to help implement change can be very successful for an agency.

    • Eric McElroy

      Yes, change is essential. This profession will not allow you to continue doing things the same way. Adjustments will be done on the fly, and some will be planned. Maintaining your level of responsibility will help you adjust to anything that occurs.

    • Jeffrey Griffin

      Michael and Eric, your point is well articulated. It is indeed true that some changes are implemented on an impromptu basis. As professionals, it is our responsibility to ensure that the sink or swim approach does not become the norm for the future.

  • John Lynd

    Change is the only constant, especially in law enforcement. There will always be changes in rank structure, promotions, technology, training, etc. We, as leaders, need to be good change managers. I like the idea of the battle plan and answering the who, what, why, where, when, and how questions. By using these questions to develop our battle plan for organizational change, we should successfully bring the change and get our team members' buy-in to implement the change.

  • Josh Cathcart

    Comparing change in an organization to that of an organizational battle plan was a good comparison. Change is inevitable in every organization and most people do not like change. In this module, Dr. Harrington pointed out the who, what, why, where, when, and how questions. By using these questions to develop your battle plan for organizational change you should be successful in bringing the change and convincing others in the organization to accept that change.

    • Chiquita A. Broussard

      The questions are a good starting point. If you lack the answers to any of them, it is likely you are not truly prepared to effectively execute the change. They also eliminate the mistake of making change for the sake of change.

  • Matt Wieland

    Change is a necessary part of life and necessary to the relevancy of a law enforcement agency. I look at how different our tactics are now vs. 21 years ago when I started as a rookie. With almost every change along the way there were people who resisted. But now looking back it is easy to see those changes were implemented to make officers and the public safer. Resisting change just to resist change is as bad as those that try to implement a change without having a good reason for it or a known outcome. We have also seen many external forces driving change in our profession and navigating those changes are difficult. Supervisors need to be aware of how these external forces weigh on line staff and they need to address and try to alleviate concerns.

  • Chad Parker

    Everyone hates or resist change at some level. It brings us out of our comfort zone and takes us off cruise control. Although change can be an obstacle, let’s try and look at it in a positive way. Change will always come. It has to. Let embrace it and teach out employees and coworkers not to fear it.

    • Travis Dunsford

      Every time our agency implements change I observe a lot of resistance. I agree that getting officers to look at change in a positive way is a good tactic.

  • Randy Stallworth

    When change happens it is best to clarify the reason for the change to your team. I am a fan of strategically implementing the change as a battel plan. This is a method I plan to add to my took box. Change is inevitable with or without you. it is better to be on the side of change in most cases.

    • John Lynd

      I also agree that implementing change as a battle plan is a great idea. Clarifying with the team the reason for the change and getting their input would help ensure their buy-in when the implementation becomes a reality.

  • James Mackey

    Within the last eight years or so, my agency implemented the usage of fleet GPS tracking. It was rolled out under the guise that it was for vehicle maintenance efficiency. This may have been the initial intent, but most in the agency knew it would be utilized for internal investigations at some point. There was quite a rough rollout of this system. While the rollout did not have an impact on the daily routine of anyone, it did deteriorate some confidence in the organization partially because all the positive benefits, as well as negative aspects, were not fully disclosed in an upfront manner. Additionally, all the stakeholders were not included in the rollout process addressing any concerns. This module gives excellent insight into how the rollout of new technology could have been done in a more palatable way.

    • Randy Stallworth

      I agree most officers already have somewhat of a negative attitude towards their agency, that is inherited from the older officers. Your issue tends to fall into the delivery of the content. If the delivery had been better there would have been a better overall buy-in.

  • Robert Fennell

    I enjoyed the who, what, why, where, when, and how questions. This approach is something that can be effective at any level.

    • Giovanni Tarullo

      Robert Fennell, I agree. This keeps everyone informed and gives a clear vision of why changes are being made.

  • Patrick Hall

    Change is essential in order to grow. Leaders should be aware of the effect the change will have on the people that is suppose to be executing the change. The change should be explained to the people and the reason the organization is requesting the change.

    • Matt Wieland

      I agree that growth and betterment need to be driving factors toward change. Showing change and growth is a great way to increase public trust in a law enforcement organization. The ability to change shows that LEO's aren't just set in our ways and doing things a certain way just because that is always the way we have done it.

  • From my time in the service, I remember the principles of patrolling: Planning, reconnaissance, security, control, and common sense. Like Jason stated above, I had never heard of MOOSEMUSS: maneuver, objective, offense, simplicity, the economy of force, mass, unity of command, surprise, and security. I can see the value in having these principles applied to organizational change. A little forethought can smooth out the rough edges and increase a change's chance for success.

    • Patrick Hall

      Richard, i have never heard of the term as well but I do see the importance of utilizing it when making change.

  • Jason Wade

    I had not heard of MOOSEMUSS before this lecture. Maneuver,Objective,Offense,Simplicity,Economy of Force,Mass, Unity of Command, Surprise,Security.

    But applying battlefield tactics towards organizations or department business tactics makes perfect sense. There is a similar concept that you are fighting a battle not with weapons and warfare, but the idea of working thought the battle of fighting change and working to survive of be successful is a good idea that I can comprehend.

    • Josh Cathcart

      I also had never heard of MOOSEMUSS, before this module lecture and I agree that the comparison to a battle plan makes sense as it related to bringing organizational change into any organization.

  • Daniel Hudson

    I also enjoy using the 5 W's listed in this module. This simple method can be utilized in various situations a leader has to deal with. The nine tenants of the principle of war were new to me and one I will explore in the future.

  • Mitch Nelson

    When rolling out change, managers must be wary of how it affects their people. Involve those it affects if possible. And don't make changes just for the sake of change.

    • Jason Wade

      Mitch that is spot on, when leaders fail to take into account that officers and employees are people and have their own concerns and needs. Failing to plan is planning to fail and when we make the change for the sake of change or without a global view we risk alienating our employees and causing more problems.

  • Patrick Brandle

    The most important part of organizational change to me is communication with all involved with clarity and answering the why of the change. The current generations respond better to changes and challenges when they know the why. Acknowledging progress is not easy, and changes are necessary. The more open and inclusive we are, the better.

    • Daniel Hudson

      Absolutely, Patrick,
      Ambiguity often leads to discontent among the masses when leadership begins to implement change. However, some simple face-to-face communication on why it is happening can alleviate much of it.

  • Jarrett Holcombe

    Change is inevitable and necessary. It is called progress and as crimes, technology, tactics, and understanding change and grow we must too. In my experience, change is only received negatively when it isn’t understood. Change for the sake of change is a failure in leadership just like “reinventing the wheel” just to put your name or stamp on something. When we take the time to plan, explain, adapt, and steer the necessary changes that must be made then we will have greater success in implantation. In my experience, this is fostered by pulling in strategic formal and informal leaders or projected opposition and explaining why the change is needed. Once understanding is gained, the change is easier to implement, monitor, and steer within the organization.

    • Patrick Brandle

      Jarrett, I agree with you it should be all hands on deck with change. Involving all formal and informal leaders is on point.

  • Joe Don Cunningham

    Change is always taking place in a Law Enforcement agency due to the complexity of the job. Before there is wide spread change, it must be thoroughly thought out and then planned out before implementing it.

    • Mitch Nelson

      Perfectly said Joe Don. Too many times managers roll out change with no thought or cares specifically if it does not "pertain to them."

  • Change is not something new. With new police chiefs, we see a change in so many ways. The hard part is when subordinates or lower-ranking officers try to implement a change for about any reason. Many senior officers don’t want to be outperformed and resist the change and find ways to discredit it with false acquisitions. One way to help combat this issue is to make it look like it’s their idea and not your own. With new officers rising through the ranks, the old way of doing things is ending.

    • Jarrett Holcombe

      I agree. In my experience, this is a failure in the senior leadership and stems from other errors in effective communication. Tact is a lesson I have had to learn the hard way. Open conversation and research has helped me in this endeavor.

  • Elliot Grace

    Change is good when there’s notice and justification behind it. Our agency has an advisory committee compiled of officers and lower ranking supervisors. During their meetings they discuss the types of changes that can be implemented into our department. The changes are researched and developed before being proposed to the command staff. After it’s purposed the command staff, the then make a decision whether or not the change will be made. It gives our lower ranking members an opportunity to be part of the change process and to learn why things are changed and why certain issues remain as they are.

    • Our advisory committee has effectively opened communication between staff and non-ranking officers. A lot of great ideas come through there. It also is a morale boost, because the officers know they have a voice in the organization.

    • James Mackey

      Elliot,

      An advisory committee is a great way to ensure everyone's voices are heard and considered. Having a committee provides a platform for members to discuss possible changes and get feedback from each other. This way, decisions are not based solely on the opinions of one or two people, but instead are backed by research and evidence from a larger group. This allows the team to make more informed and reasoned decisions about changes within their agency.

  • Kevin Carnley

    The structured approach listed in the module is new to me. I have experience implementing change, and this approach could be helpful to me in the future. Change in law enforcement is often slow, especially if tactics are involved. Change is essential to maintain a progressive, forward-thinking agency.

  • Joseph Spadoni

    Joseph Spadoni, Jr.
    Session #15

    Change tends to be a massive hurdle for us in Law Enforcement. We get used to doing something a certain way for so long and then before you know it there are changes that need to be made in the way we do those things. We tend to dislike it. We need to be better prepared to handle change with our people by focusing on what is important and paying attention to internal and external forces at play.

    • Joseph, you are correct, and I see the same thing. Many officers use the saying "that's the way we have always done it" as an excuse not to change or think of new ways to do something. The old way of thinking and doing is coming to an end.

  • Cedric Gray

    Change is always painful to someone, somewhere. This module presents a structured approach involving detailed considerations long before implementation. I believe this is where much of the difficulties can be avoided. Too often a change may be mandated and implemented without widespread explanation of the need for change.

  • Jason Doucet

    Change is always a necessity in any organization. It is important to keep in mind why we are making change and having everyone on board in the process. Too many times an organization implements change and creates a large deal of negativity cause by lack of communication.

    • Cedric Gray

      I agree and believe lack of communication can be one of the biggest obstacles to implementation.

      • Kevin Carnley

        I agree that communication is often not clear about why change is necessary. Change is often done without giving time to understand the communication about the change.

      • Robert Fennell

        I agree. Without explanation or reason, employees will likely resist and be suspicious of major change.

    • Joseph Spadoni

      Jason, I agree. Change is necessary in organizations. Having everyone on board during changes can lead to a significant increase in the success of an organization.

    • Joe Don Cunningham

      I agree Jason. When we make a change, we must make sure we are making the right changes for the right reasons.

  • Paul Smith

    Change is a necessary evil that must occur in law enforcement. If you communicate with those around you for the reasons of change, your subordinates will buy into the change. When those that you lead understand why the change is necessary it is better received and your subordinates will surprise you with the outcome.

  • Walter Banks

    After twenty years in law enforcement, I understand and support change, but that doesn't make it any easier. In five years, you feel you have mastered your trade. Then the rules change, and you have to start all over again. It is easier to change when you are new to the system.

    • Paul Smith

      I agree. I began to live by this moto "if you don’t learn something new everyday then you are falling behind".

  • Tommy “Chris” Weeks

    I liked how the organizational change concept was compared to a SWAT operation. It made the idea of implementing change throughout the organization easier to understand. The five "W" and an "H" questions help in planning the change and as part of the MOOSEMUSS acronym, I like the "Security" because it gives your people the taste of victory which will hopefully motivate them to accept further change.

  • Lance Richards

    Most people dislike change and prefer to stay with what they already know. Change can be for the better in many ways. It is important how we influence the other employees about the change. If leaders don't sell it, the others employees won't buy it.

    • Jason Doucet

      I agree. Change has to be sold before it can be implemented. It is much harder to win back a group of workers than developing and implementing the change which can cause great strife in any organization.

      • Jeremy Pitchford

        Session #015
        If we include more people in the process of change they can take some ownership. That will give them a reason to help sell others on the plan.

  • Kecia Charles

    Organizations experience growth through change. When change is being implemented, it is imperative to communicate the change to those that its will affect the most.

  • Mitchell Lofton

    In law enforcement, we often see change as a knee-jerk reaction to an incident instead of a well-thought-out plan. However, I think our failures are generally in the communication lines throughout the agency. Utilizing the five “W’s” would reduce some of the unnecessary stress of change and could assist in clearly communicating the purpose or intent of the change.

  • Jimmie Stack

    I enjoyed this module in using the 5 questions in reference to change. Unfortunately, in this every evolving society we must not resist change. Understanding why we need to change and how to get there are key elements a leader should possess. We all must embrace change because it is the only we can get better as a organization and better serve our communities and employees. To me, nothing should be off the table with regards to change.

  • Lawrence Dearing

    I like how this module followed up on the previous Leadership and Change model. I have found the most important thing in effecting change is to talk about it well ahead of time to those most affected by it. Of course, that is not always feasible in our profession, but a well-thought-out and implemented plan are most successful when everyone has buy-in. I like the 5W's guideline, it's a good place to start. The MOOSEMSS concept is good for an overall outline and checklist.

  • Chris Fontenot

    This lesson builds on the Leadership and Change module and provides a more in-depth path to assist in implementing change and what is needed to achieve it. Strategy, operation, and tactics.

  • Todd Walden

    We have all seen the disgruntled opposition to change who is against the concept of change more than the change itself. Being creatures of habit, change will always be an uphill battle. Good, Bad or Indifferent

  • Change Battle Plan: The five “W’s”, what a novel concept, said facetiously. But seriously, if you want significant and long-lasting change to happen, the “who” question is the most important in my opinion. The “who”, or the agent of change, will directly affect all the other questions that seek to be answered. The “who” needs to be involved in all aspects of change because if the “who” is not brought into the conversation through collaboration, they will not have buy-in to the change. As Dr. Harrington said, this is a systems-based approach in that “change in any part of a system impacts every other part”.

    • Tommy “Chris” Weeks

      I agree that the "Who" question is the most important of the W's. The ones I worry about the most are the "Who will be affected...", "Who is most likely to obstruct...", and "Who is invested by the status quo?" These are the ones that will stand in the way of the change and undermine the process.

  • Devon Dabney

    Organization change can be difficult. People resist change because they believe they will lose something of value or fear they will not be able to adapt to the new ways. If change is communicated and the reason for it, most people are more likely to accept it. The leader who is implementing change must consider who is affected by the change because this affect can be passed on through the organization when one person is disgruntled trying to sway other employees to feel the same way.

  • Jeff Spruill

    I found the comparison to SWAT Team actions she made early on interesting because that process includes substantial debriefing. I feel like it's rare that we debrief a change process, and even rarer that we walk back changes that didn't end up being good ones. This is in large part because we tend to make changes in crisis mode, instead of anticipating needed changes so we can plan them out and implement them in a controlled, step-by-step way. This means that when we make a change, because it came from panicked necessity, we're stuck with the change even if it's a bad one. More carefully controlled change would allow us to view each step of a change as experimental, measure it's results, and walk back the ones that don't work the way we needed them to in favor of trying something else. Instead, if a change is bad, we just make people more resistant to future change.

  • Jeremy Harrison

    Organizational change is both exiting and frustrating. There are many mines to avoid along the path of implementing change. Several years ago, I was responsible for implementing a software program which took our hard copy administrative packets and moved them to a digital entry and tracking format. The investigations did not change and very little changed in the amount of computer work, but the outcry was loud. Supervisors were not just mad they had to learn a new program or process, there were several who saw the change as a challenge to their authority. For instance, some leaders had developed processes and methods which would be replaced by the digital entry process. There was a great deal of discussion and frustration when the possibility came that their prior work would be replaced. In one sense, I empathize with having your previous work replaced. However, change is constant, and it must be seen as a good thing when someone takes previous work and builds off it. I hope I get to be a part of more organizational change in the future but changing methods will not win most a popularity contest.

  • Kent Ray

    When change planning, law enforcement leaders must look past the mechanics of the execution piece and consider both internal and external forces in the formulation and design of their change plan. The use of the 5 “W’s” and the “H” should be meticulously completed. Special attention should be given to internal communications about the justification and rationale for changes. Communication to agency personnel should also include execution details, so the questions and concerns can be addressed by leadership. Once the organizational change battle plan is put into motion, “MOOSEMUSS” principles can be brought to bare to assist in the execution of the plan.

    • Lawrence Dearing

      I agree, Kent. Since the biggest variable in the implementation of the change is the people it involves, It is paramount to discuss the change with them and ensure they understand why it's happening and how the future will look post-change.

  • Donald Vigil

    Organization change is no easy task but necessary for an agency to progress. It's not only important to identify the 5 whys and how, but to make sure training and implementation are completed within a short timespan. A few years ago my agency switched over to a new records management system. We received training but due to technical issues the system was delayed for quite a while. When it was finally implemented, most officers forgot how to navigate the system and quickly became frustrated. In hindsight, we should have had a refresher course prior to implementation.

  • Dan Sharp

    Law enforcement is a constantly changing profession. There are always changes in laws, technology, policies, and procedures. When rolling out change it is important to have a plan and a change management system. Police officers in general are resistant to change because they develop routines in almost everything they do. Identifying the reason for the change and if the change is beneficial to the organization is key. We should always involve the right key people in the development of the change.

    • Devon Dabney

      One of the main reason change is hard because officers don't like uncertainty. Asking officers to make changes without a clear picture of how the new way will work will only increase stress.

    • Mitchell Lofton

      I agree, Dan; communication is key to achieving the buy-in to effect change positively. It is also helpful if time permits to seek input from those directly affected by the change.

  • Matt Lindsey

    Change within any organization is difficult and law enforcement is no different. I found the discussion around the importance of asking who, what, why, where, when, and how questions beneficial when planning a change project. From previous modules regarding change, it is important to consider how change will impact employees of all levels of the organization and seek feedback from select personnel at varying organizational levels.

    • Jeremy Harrison

      Matt,
      Seeking feedback is an important part of the change process. I was part of a meeting recently where change was about to occur. The feedback we were requested to offer came just a few days before the massive change was about to be implemented. When we offered suggestions there seemed to be frustration we were suggesting any changes. We as leaders cannot be frustrated when suggestions are given. We must embrace change suggestions and, if possible, implement the changes give. When people believe they have authority and input into projects, they will be more likely to accept and support the changes moving forward.

      • Jeff Spruill

        Jeremy, well said. As we have seen in other places in this course, getting this feedback and taking it seriously is also key to lowering resistance, since people are more likely to accept changes they helped create. I don't know what changes your referring to above, but the fact that your people were only asked for feedback with a few days to spare suggests this step was either forgotten about until the last minute, or it was only ever a pretense to getting feedback anyway. If we are going to solicit feedback from our people, we have to do so early and often enough that we can actually incorporate their feedback into the change.

  • Andrew Weber

    There are two things that all cops complain about: things that don't change and things that do change. As we learned in this module, change is the only thing that is constant. We have to foresee what is going to change and prepare for it in order to better prepare ourselves. As other's claim, there has to be "buy-in". They have to understand the Why and know things are going to come up and to be flexible.

  • Michael McLain

    No one likes change especially when it comes to changes in technology. This change can present the most resistance due to the diverse generations that make up a department. Total "buy-in" must be achieved for it to be successful.

    • Matt Lindsey

      I agree that buy in is a key element to the success of change. It may difficult to get buy in from every employee, but I think effective communication and involving members from all levels of the organization can help.

    • Dan Sharp

      Agreed, especially cops. Creating that buy-in with supervisors and the informal leaders early on is crucial to the success of the change.

  • George Schmerer

    Having a plan for organizational change is critical to the overall success of the implementation of that change. In this module, this type of plan is equated to have a battle or tactical plan. The five ‘W’s as discussed by Dr. Harrington are critical points to consider when making significant change within an organization. It is important to start with the why. Explaining the need for change is important but just as important is figuring out the ‘Who, What, Where, When, and How’ are just as important to gain the buy-in. It is also just as important is to mitigate risk or resistance to change. How we communicate will make all the difference in how the message is perceived.

  • Deana Hinton

    I think one of the most important Principles of War we need to consider is Maneuvering. It is critical to align the organization with its stakeholders to ready the environment for change. If we cannot explain why the change is needed, as well as the benefits, while still addressing the potential costs, we will get friction as we go forward. Friction is normal due to perceived loss, but it does not need to be nurtured through poor communication in the beginning of the process.

  • Rodney Kirchharr

    Having a battle plan for change can be important when implementing major changes in an organization. My belief is that with anything else communication is key. As Simon Sinek said, "Start with why", if people understand why we are doing it, even if they don't like it you will hear less complaints (not there will be less complaints, you will hear less). The people that resist change at all costs will not be ok with change no matter the plan, but when things are explained to them at least they have been given information and can deal with the change or not.

    • Donald Vigil

      I agree, some individuals will always outwardly resist change but if they know the Why, they will comply.

  • Jared Yancy

    Change amongst law enforcement agencies will always come with hard resistance. These are actions within an organization that sometimes alter major components of the agency. Everyone will have a role in assisting with change. Leaders, will have to be courage’s by taking the risk associated with the changes being implemented. If these changes fail, then the leader is also task with coming up with solutions to fix it.

    • George Schmerer

      Change can be hard for agencies to go through especially if there is no plan or process in place to help with the transition. Communication is an important component when dealing with organizational change. It will help reduce any potential resistance to change. It will also empower members to be change agents within the organization.

  • Magda Fernandez

    Any change that affects a group, whether it be an adapation or tweek of an old way of doing things or introducing a new tool or practice, will have detractors. The good part is, those with opinions can be a huge asset if they are brought into the change plan early on and they feel their voices are valued. They can point out the future surprises and friction points, and strategies to overcome them can be planned for in advance. It isn't always due to a lack of desire to implement change, sometimes, it's a desire to be involved in the process and help accomplish things. Communication is listening, more than speaking. Getting all levels and stakeholders involved early and often will assist the acceptance of change, and sometimes accelerate it.

    • Clayton Feagins

      I agree that implementation of the plans early are beneficial. The best part is overcoming the potential frictions.

  • Steven Mahan

    Organizational change has a lot to do with what Dr. Harrison called "friction." Sometimes officers avoid change because it is "officer nature" to fuss about things staying the say as much as it is for them to accept change. Secondly, the friction too often comes from the leader's ego standing in the way of accepting an idea different from their own can be better. Effective leaders need to keep that ego in check so the best solution can be made and beneficial to the organization when needed.

  • Dustin Burlison

    This module really breaks down how to develop a plan to make organizational changes. I really enjoyed the Who, What, Why, Where, When, and How questions as it relates to building the plan. I have seen, time and time again, changes being implemented without consideration for communicating with stakeholders, understanding the affect it will have on others, and if it will actually improve operational practices. Just answering those questions would make change infinitely smoother.

  • Stephanie Hollinghead

    It is funny how most people are opposed to change in the beginning. That is until they realize what significant positive impact it will have on them. Most people fight change out of fear of the unknown. The best approach is to communicate a clear, persuasive vision for the organization future along with the positive things that will come with the changes. Thinking positive and being positive about what is changing, how it is going to affect the organization and those in it.

  • Kimberley Baugh

    This module focuses the organizational change battle plan. Communication is vital when trying to get others to buy into the change. The reason behind the change needs to be clear for everyone to understand. Keep things simple in order to remove confusion. Change is the constant that happens in life and it does not occur overnight. The change plan will have set-backs, but the agency should continue on with the change. I have never heard of the nine principals of war but after hearing the explanation of each one, they made sense.

    • Magda Fernandez

      Kimberly, nice job on your points. When all people have a clear understanding of the change and the reasons for the good, it's always because of good communication at all levels. When change plans actually fail or stumble heavily, it's because important steps were skipped in the 9 principles. Letting a plan fail can never be an option, as you mentioned, setbacks are just that, not a plan killer, but a speed bump! Handling friction and preparing for those surprises makes it all so much smoother.

  • This module was good at providing effective strategies when dealing with organizational change. I learned a lot from the lecture, however I feel effective communication is key to elevating change anxiety. People will support the change more if they understand the five Ws and H.

  • David Cupit

    I believe that a good tactical plan should be put together when organizational changes are presented. People are more comfortable when they know why change is being implemented and it is much easier to get their buy in.

    • David, I agree that people are more comfortable when they know why the change is being implemented. The knowledge will give people a much easier time with accepting it. Effectively communicating the change will benefit the organization.

  • Joey Brown

    The module did an excellent job at illustrating different strategies and solutions in building a battle plan for the causes and effects of change. Many people in the law enforcement profession dislike change because they are comfortable doing what they have always done. They have the attitude of “If it isn’t broke, don’t fix it”. Though, change is constant, it is needed for moving any organization forward.

    • Kimberley Baugh

      Joey, you are right. People fear change. But I feel with the clear explanation of why and the effects the workers will face, they will become more cooperative. Change can be fearful but it is needed in order for us to grow.

  • Trent Johnson

    I think change was fought a long time ago at the line and first line supervisor level. I think we have reached a time in law enforcement where the millennials, the majority of the work force, are ready for change but the administration is not (gen x'ers and baby boomers). This presents a major problem in change as organizational change cannot be brought from below....I believe that is referred to as mutiny. Dr. Harrington's points and questions were thought provoking as were the 9 principles of war and will be beneficial should change ever be brought about.

    • Dustin Burlison

      I have to agree with you Trent. The "old timers" do tend to slow or prevent change because they are not willing to see the benefit and have a fear of the unknown.

    • Steven Mahan

      Trent, I agree that there is a weird dynamic to older generations of sometimes resisting change for no reason other than "it's the way it's always been." This holds back agencies and also affects who they place in leadership positions.

  • Glenn Hartenstein

    After reviewing the module, I like the comparison of change to a battle plan. Change is difficult in any situation but is often needed to grow and succeed. In order to succeed as a change agent, strategy, operations, and tactics are needed. The nine principles of war are helpful in developing these plans for success.

    • Joey Brown

      Glenn, I agree with your post. I also feel having a clear vision and true connections help us keep moving forward.

      • Rodney Kirchharr

        Joey - This comment is very correct. I think it goes back to the relationships module and the trust that is incurred by the leadership as to how people react to change.

  • Jerrod Sheffield

    Change is constant but when people hear the word, they go into a panic mode because unwanted change sometimes has a negative impact. Comparing change to a battle plan is a new one on me but its content certainly makes sense. The 9 principles of war apply very well to the concept of change.

  • Jared Paul

    I found it beneficial from this module when she covered the different questions that need to be asked when making a change. It made me realize that there are a lot of questions that need to be answered prior to making the change. I think one of the most difficult forces are the internal forces. With asking the questions presented you can identify who would be impacted by the change, who is going to resist the change, and how to explain the change for understanding. Something that has happened here in CO is there has been a lot of legislation passed that directly impacts LE. This legislation has caused, in my opinion, unnecessary change for our officers and it was a major impact on what we do. However, we were able to provide the "Why" of everything as well as the "How" and I think that made our officers more susceptible to the changes.

    • Trent Johnson

      I think that providing why is integral, especially if your work force is composed primarily of millennials (at least according to all the classes I have been through, they need to know why). Providing that though is huge. Trying to implement change is difficult, but having a clear reason outside of your control at least makes you feel as if it isn't anything you did, or that it was just unnecessary forced change for the sake of change.

  • Tyler Thomas

    This module helped me understand why certain changes have failed and others have been successful. Clearly, when the change was implemented I either planned correctly or failed to plan correctly. I have never thought about looking at change as a tactical operation and this module broke it down into simple terms. I find it ironic that Simplicity is one of the nine steps. The questions provided during the module should be a stable moving forward with any change that comes our way.

  • Curtis Summerlin

    As we know, change is inevitable even though most in law enforcement doesn’t like it. I like how this module spoke of needing a battle plan for change to be implemented. Follow this advise and looking at change like a tactical situation will help mitigate some of the push back which often accompanies the announcement of change. Having a clear vision helps all involved to know what their role will be and how the outcome can affect them hopefully easing the tension.

    • Jared Paul

      Curtis,

      That is very true in LE. I liked the phrase of "Change is the only consistent in law enforcement." This statement is very true!

  • Brian Smith

    I’ve studied quite a bit on the topic of organizational change. However, the article by Brian Ellis and Mitch Javidi is the first time I heard change compared to a battle plan. I like this approach as it includes much of what John Kotter and others suggest when implementing change, but it takes on verbiage that many in our profession can relate to. I particularly like the “offense” approach as change is so often deemed negative, thus “defense.” With offense, leaders are involving employees in a positive, engaging manner to create trust and unity.

    • Tyler Thomas

      Mr. Smith, this was the first time for me to see it compared to a battle plan. Mind blown!! Thinking of change as negative pulls everyone down and I like how you compare the term offense to positivity. Leaders must proactively involve stakeholders in a positive manner to create that trust and unity.

  • Andrew Ashton

    I could appreciate how this type of change was compared to a battle plan. It is true that almost every plan seems perfect at its onset but almost always changes in the end as no situation remains static for long. The phrase that we have all heard of the unicorn ops plan but never actually been involved in ones implementation was funny and true.

  • Jacqueline Dahms

    I liked out Dr. Harrington compared the battle plan development and implementation to a tactical operation. As with all and any change, communicating the purpose is vital. Recruit, develop, implement. I also appreciate the questions that need to be asked when developing change goal strategies.

  • Zach Roberts

    As law enforcement officers officers, we absolutely hate change. We refuse to accept change and combat it any way we can. We refuse to understand that some change in law enforcement is good and the sooner we can accept that and learn from the change the better we and the organization can be. Being a leader means you need to get others to buy into change and help the understand the benefit of it.

    • Andrew Ashton

      Zach that is true that most Law Enforcement officers hate change and that is sadly to our detriment. I thought back to the module on Generations and realized that GEN X and Baby Boomers are less apt to accept change but the newer generations such as Millennials do. Some of us are dinosaurs and our failure to change will only end with us going extinct. Evolve and survive in this career.

  • Jeff Byrne

    While change is the constant in our profession, it is often times most feared. As leaders we must not forget proper planning for change, identifying agents to assist with the plan, and communicating with our staff to ensure buy-in and understanding of change.

    • Jerrod Sheffield

      Jeff,
      I agree that proper planning is key to implementing change within the organization. Communication is paramount as the changes take place and understanding the reasons behind the changes.

    • Jason Demoulin

      Jeff,
      I agree that change is feared. It is a step by step process and you most definitely have to get "buy in".
      In order to do that, people need to be well informed and the reasons laid out for them.

  • Probably one of the most common errors in affecting change is the lack of trying to foster understanding for why a change is needed in the first place. So many times leaders today want something this way or that. Even though they may be the best and brightest ideas moving forward, they do not take the time to understand their causal effects of implementation. They are not viewing it from a systems approach. We can be better about affecting change by involving the right people and asking the right questions. We can think ahead, plan ahead and execute change with the same precision as a hostage rescue but we must first lay the groundwork. If we could only remember that change is a mission, and people just don't execute a mission without preparing, practicing, getting the right people in the right spots, practicing again, sharing understanding of the importance of that mission at every step and celebrating the little victories along the way to the that ultimate goal...flawless execution of a mission while being able to adapt to any surprises along the way.

    • Brian Smith

      Good comparison to a hostage rescue and how our profession would handle such a call. It would be great to see more leaders consider the totality of a changing situation in advance. Rather than send out an e-mail stating we will be changing our schedules, how about talking it over with others first? Our Chief recently sent such a message and the words conveyed some fearful responses among officers. There was no reason other than an excess of Holiday Time being banked. Once he met with the sergeants and we presented alternative suggestions, he changed his mind and allowed officers to maintain the current schedule. Had this been a hostage situation, he would not have (or should not have) told the hostage to walk outside or we would make him. NO!! Change should be approached like a tactical operation.

  • Kyle Phillips

    Change is often resisted because it causes fear, loss of control and discomfort. In order for change to occur, you must get buy-in from the supervisors and subordinates. If the supervisors don't have buy-in, the people they supervise won't either. Command staff being on the same page is critical to successful change. The battle plan talked about in this lecture is a good resource to consult when planning change. Identifying the answers to the five W's of change will assure that you are planning appropriately while preparing your change plan.

  • Gregory Hutchins

    Resistance to change within the profession is difficult because efforts to break the culture of resistance have never occurred. While the profession demands we solve external issues, change is difficult from within almost always due to leadership and subordinates’ indifference to fully support the process. Significant change processes need to have the internal expectation that time is needed.
    Habits are hard to break. As stated in the lecture, we can learn a habit in 21-28 days. Breaking it takes almost three times more time. When leaders develop the change endeavor, one needs to remember to factor this into the expectations. Consistent messaging and positive promotion of the process is needed. Celebrate the small successes but never let up on the pace.

  • Jose Alvarenga

    When creating a plan for change communication is essential. We must take necessary steps to the success of the plan. Having leaders on the same page and with the factual knowledge of the plan is a must. These leaders should include formal and those informal who are influential in the agency.

    • Jeff Byrne

      Agreed, Jose. Communication is a must and inclusion of personnel to assist in the change is key. Keeping leaders on the same page for the long haul of change can be challenging, but is a needed ingredient in the recipe.

  • David Mascaro

    Change is necessary for any agency or corporation to continue operating into the future. Knowing that change is feared and resisted, I believe it's necessary for leaders to effectively communicate the need for the change and how it's going to assist them in continuing on with the mission. All to often new ideas are pitched and change occurs without the proper prep work and the necessity for the change is lost in the ensuing chaos. With proper planning and execution, along with effective communication, the transition can take place with the least amount of issues or situations as possible. The five W's can be accompanied by the 6 P's... Proper Prior Planning Prevents Poor Performance.

    • Definitely like your thinking here. Communication is key, but understanding is critical. As leaders, we must be able to clearly articulate the need for change, expectations along the way and be flexible enough to be open for feedback and suggestions in order to make sure our people needs are understood as well.

    • Jacqueline Dahms

      Interesting...never heard of the 6 P's, but I like it. I agree that defining the why and creating buy in is important for change to really gain some teeth.

  • To often we get upset when we try to implement change and it is met with resistance. We have to realize more often than none; individuals do not like change. If we take the time and explain the "why" in reference to the change; more individuals would have "buy in."

    • Jose Alvarenga

      I agree. I think the reason that must people dislike change is poor communication. As Andrew Peyton said in his post. the "why" is not answered. I believe this is probably lack of knowledge from those supervisor why this change is happening.

  • Andrew Peyton

    Change is inevitable. Effectively communicating the change including the WWWWWH strategy is critical. Unfortunately, it has been my experience that the "why" is often left out. Additionally, when asked "why" officers are routinely told, "it's what we decided."

  • Darryl Richardson

    Change is something that no one enjoys and is typically resisted. Most people oppose it because they don't understand it or aren't participating in it. Growth requires change, and some policies, programs, and processes just become obsolete.

    • David Mascaro

      I agree Darryl. Knowing that people fear change and resist the unknown, I believe it's incumbent on leadership to ensure that those fears and concerns are properly addressed and the need for change is also properly laid out and explained.

  • Kevin Balser

    When dealing with organizational change it certainly will be met with resistance. However, the leadership in the organization has to have a strategic plan for rolling out the change effectively and efficiently. Change is good and a must because the organization is always evolving and has to adapt to external and internal factors. The effect of that change will impact every level in the organization and because of that, a battle plan needs to be established. The delivery of that change is paramount. By using the five "W's" and the "H" is a good method to address any questions about the change.

  • Burt Hazeltine

    The concept of making a change plan as a battle plan is an interesting and accurate depiction. So often change is a fight to put into effect. If we make a change plan using the nine principles of war we can anticipate and get ahead of some of the opposition. Another thing I feel that we need to when implementing change is taking more time to explain why it is needed. So often we are told things need to change and never told why. if a person can understand why the change is needed they would probably be less resistive.

  • Robert Vinson

    I think most people are resistant to change, and law enforcement officers especially can become comfortable in the routine and work to avoid change. I believe a thoughtful approach to change that includes effectively communicating the purpose and necessity of the change, allowing team members to have input and influence in the change process, and remaining fair, balanced, and consistent during the implementation of the change are all important factors to aid in the success of the change.

    • Kyle Phillips

      I agree with you Robert, effective communication regarding the need for the change and allowing team members to have input and a hand in the change process is a key strategy in building buy-in and achieving the desired change results.

  • Ronald Springer

    I never heard of the MOOSEMUSS principles before so I found them useful. Change is often resisted even though it is inevitable. By understanding the nine principles described you can prepare against the resistance and overcome any setbacks so that the change has time to take effect.

    Harrington, R. (2017). Organizational change battle plan. Module 8, Weeks 7 & 8. National Command and Staff College.

    • Darryl Richardson

      Ronald, I had never heard of MOOSEMUSS either and also found them to be useful.

  • Derek Champagne

    When change is implemented by organizations they sometimes leave out the "Why" and leave people in the dark. People will automatically resist the change if they do not understand the concept and the end goal. Communication is key when implementing the changes and delivering the message of "why" to everyone in order to get the buy-in.

    • Burt Hazeltine

      I agree. So often change is done and the reason why the change is needed is never relayed to the ones the change affected most. If more time was spent on why the change is needed I believe fewer people would be resistant to change.

    • Kent Ray

      I agree. A high level of inclusion and communication needs to be part of agency strategic planning and organizational change battle planning. If key personnel at all levels of the agency are included in the process and the “why” is communicated to the entire agency, buy in will increase and resistance to change will decrease.

  • Jay Callaghan

    Police officers do not like change. Police leaders need to be aware that change is inevitable and be proactive in their efforts in preparing them for change. The WWWWWH strategy is a good template for leaders to follow when implementing such strategies that will result in changes.

  • Chris Crawford

    The take away for me was the simplistic use of the who, what, when, where and how formula. At least it offers a system of checks and balances.

  • Kaiana Knight

    I think change itself is hard for any organization, but I think when change is unplanned that's when most people have a hard time accepting change. Most people are resistant to change, but once they understand why the change is taking place they are more open to accept the change. I think that the 5 W's are helpful when implementing change. Overall, I think that we should all be prepared for change, because it can happen at any given moment.

    • Ronald Springer

      Kaiana,
      It is true that change is hard and often resisted but it is a necessity in order to stay current.

    • Change is hard, but like anything else; if we explain the "why" behind it, the buy in would be more prevalent. Like anything else the implementation of change has to be planned.

  • Kenneth Davis

    To effect positive change in an appropriate manner, it is clear that a plan must be in place. Utilizing the 5 W Concept, leaders can take stock and preparer for eventualities that run the gamut in effecting change (Harrington, 2021). The Concept covers ever potential aspect of reasoning for change, resistance to change and how change will affect individuals and agencies alike. This is crucial as it provides insight as to who may potentially resist change and why this may occur. It also identifies potential champions for change, allowing for those individuals to assist in fashioning and promoting needed changes.

    References

    Harrington, R. (2021). The organizational change battle plan. Module #8, Week # 4. National Command and Staff College.

  • Brent Olson

    My biggest takeaway from this lesson was the specific change process questions to formulate the process. The example or template questions provided for who, what, when, where, why, and how are a great model to follow when putting together an organizational change. I will implement many of these in change processes in the future. To me, they are a great way to prepare, anticipate, and overcome any potential challenges to the change. In law enforcement, inevitably there will be people in the organization who are resistant to change. The template provided will make the change process a little easier to undertake in the future.

    • Kenneth Davis

      Brent- Agreed- I am going to use these as well. When it is laid out precisely as is done in the lecture, it just makes sense to formulate a plan, a written plan to move forward. It allows you to review where you are in the change continuum as well as gauge potential challenges in regard to certain aspects of the process.

      Best and stay safe-

      Ken

  • Travis Linskens

    One thing I’ve learned in the past 15 years of being in law enforcement is that not many cops like change. I’ve found involving members in your department in a strategic way to help guide change can have a significant impact on how well the change is perceived. Having the people involved help distribute the message of the anticipated change and why it is occurring is vitally important to how it is accepted.

    • Robert Vinson

      Involving members of the department in the change is a great strategy. I believe you are correct, when team members feel like the have ownership in and understand the reason for the change, it is received much better.

  • I think an important strategy is implementation at appropriate times. It’s important the for those driving the change to make sure the timing of the change produces as little disequilibrium as possible to the end user. We don’t always have the luxury of choosing timing, but often we do. All to often people fail to plan the appropriate time to make the change and doom it to failure.

    • Andrew Peyton

      Captain, I agree with implementing change at appropriate times, this is why it is crucial to determine who the change will affect and how it will affect them. Currently, my agency is changing the shift rotation for patrol and corrections. Fortunately, our Captain gave us prior notice of the change to allow deputies to make any necessary arrangements before the change occurs.

  • Thomas Martin

    Change can be tired, dirty, flawed, and progress is just that. Many of us resent change but we know it will take place with, or without us. As leaders, we make up our minds to accept the change first, and then we model the new practice to our fellow staff members. Asking the right questions in advance will help understand why the change is needed, and hopefully reduce the stress associated with it. The leaders of the organization will control how tired, dirty, and flawed the change will be, as their actions will set the tone.

  • Sgt. Samantha Koscher

    I liked the idea of implementing change as a strategic, thought out action - like a battle plan. When implementing a change, leaders should be prepared for the who, what, where, when, why, and how the change will affect those within the agency. Our agency recently obtained a body scanner for our jail which involved some changes being made to our intake process of inmates. Most of the obstacles we encountered were things we expected, while we also had a few issues that we never thought of. As a leader involved in implementing this change, we made sure to ask staff for feedback on issues they countered as a result of the change and did our best to mitigate the problems.

    • I agree. It's easy to see the change and make it, leaving all the little details out. A proper departmental wide change needs to be well thought out, the problems anticipated, and then deployed at the correct times.

  • Scott Crawford

    Our Agency recently, (within the last 2 years) went to a completely different operating system. This changed the way things were done agency wide from Jail records. Our agency did a great job of explaining the who, what, why, where, when and how. When you let everyone know what`s is going on the transition becomes easier.

  • Buck Wilkins

    I believe that all leaders must be on the same page and work together through the change process. When all of the leadership is able to come together, it sends a powerful message to all of the other members within the organization. By keeping the message simple and clear, we can reduce confusion and fear to those effected by the change.

    • Travis Linskens

      I agree, Buck. At our agency, when we have an admin meeting about change we can speak freely about what we think the impacts will be and if we agree with the direction. After the discussion, though, no matter what your position in the meeting is, when it is done we are united on what we project to the department. It takes excellent leadership skills not to project your feelings to the agency but we can do it and it’s been beneficial to our agency.

  • Paul Brignac III

    The best statement that I heard in this lecture was "experts like to feel like experts". I believe that this is very true, and that often change threatens this. I realize that the longer a person has done something a certain way, the more threatened they feel when they are made to change it. I believe it is important for leaders to take this into consideration when implementing change

    • Sgt. Samantha Koscher

      I agree. I think that is what makes change so uncomfortable for staff. They have become an "expert" in the current procedures, and when those procedures change, their routine changes and it is awkward to them until it becomes to new normal. Our jobs as leaders should be to make that transition stage as smooth as possible.

  • Paul Brignac III

    The best statement that I heard in this lecture was "experts like to feel like experts". I believe that this is very true, and that often change threatens this. I realize that the longer a person has done something a certain way, the more threatened they feel when they are made to change it. I believe it is important for leaders to take this into consideration when implementing change.

  • Eric Sathers

    Change is often crucial and inevitable for an organization to survive. The better-prepared leaders are, the more likely that change will be successful. I liked the way the module broke down the organizational change process in the basic 5 W format and by utilizing the 9 principles of war.

  • Ronald Smith

    Changes affect everything and everyone, unplanned change creates turmoil, and turmoil causes fear and the questions of how do we get back to normal. Taking the time and effort to plan and implement change does not completely remove the fear of change but it does allow people to see and weigh the benefits of the changes. Strategically changing an organization is an all-hands effort, all-hands effort requires leadership to be at the top of their game.

    • Thomas Martin

      I agree that time and effort to plan when implementing change does not remove all fear. As leaders, we must be patient, and allow them to absorb the changes that are being asked of them. We must answer their questions, and help them put their fears to rest. Many times we must initiate questions on their behalf, as they don’t yet understand how the changes will mold their future and career.

  • Steve Mahoney

    A lot of people are apprehensive or fearful of change. This takes them out of their comfort level so it will cause anxiety and nervousness. I think that if we try and answer the 5 W's and the how as best we can than meaningful change is possible.

    • Ronald Smith

      The five W's should help create a comfort zone since every report we write should utilize the same five criteria. Simple is good.

      • Derek Champagne

        I agree with you it should be simple, but people always tend to make things more difficult than they should in order to fulfill their agenda.

    • Kaiana Knight

      I agree Steve. Recently, I experienced change on my job and that wasn't planned or explained and I was full of stress and anxiety.

  • Sergeant Michael Prachel

    The only constant in law enforcement is change. Internal forces sometimes resist our efforts for change, even when needed, because many don’t understand the reason why change is needed. As leaders, we need to answer the “5 W’s.” If we can communicate to others why the change is needed, it can be an easier transition. We need to use and think of all possible resources needed to identify the “what” and “who” is needed for success.

  • Marshall Carmouche

    Change in any organization is needed for growth. However, the vast majority of people are afraid of change (fear of the unknown). The reason(s) for the change need(s) to be made clear. As mentioned in previous learning modules the law enforcement officer must be adaptive. The adaptation includes the need for change.

    • Scott Crawford

      Change does need to happen or we will fall woefully behind. I feel the one thing that will make change easier is communication. Once again when we talk of Leadership, it always comes back to communication.

    • Zach Roberts

      Change is absolutely need for growth regardless of LE or not. We as law enforcement are absolutely hesitant to any sort of growth and tend to fight it as much as we can. We need to learnt he sooner we accept it and adapt to the change, the sooner we can become better and help the organization.

  • Brad Strouf

    I've always found it interesting that police officers are adept at adapting and overcoming almost instantly in most situations but are some of the most resistive people to internal (organizational) change. By applying the lessons in this module, progressive leaders will increase there success in facilitating change, as long as the leaders are persistent.

  • Andy Opperman

    One of the biggest lessons I took away from this training module was that fact that when change is implemented it affects everything and everyone around you. These processes must be thoroughly thought through and as leaders we need to spend the time asking the Who, What, Where, Why and How questions of the change we are looking to implement. Too many times changes are implemented without buy in from those being affected and without feedback from the rest of our agency. Leaders must me be able to communicate the importance of the change and the specifics behind it. As the module states we can accomplish change in a series of tasks. Its takes time and should be slow but methodical.

    • Buck Wilkins

      When the followers have a clear understanding of all the aspects involving the change, then they are more likely to accept and move forward in the process.

  • Sgt. Shawn Wilson

    Law enforcement has always resisted change; in this writers opinion that's because we have not been the best at communicating why we are changing coupled with poor leadership and falling into the pessimistic way of looking at change. I have often heard that every policy implemented in an agency usually has a name attached to it. When we role policies out in this manner then we are staring from the negative. In my experiences I have have never been explained why any of the policies have come out; they usually are retroactive to either officer discipline or a result of litigation. As leaders we should embrace change and always clearly communicate any organizational change to those we are tasked with leading.

    • Andy Opperman

      I think change is also many times resisted because of a lack of understanding and experience. This goes many times towards the communication aspect you are speaking of Shawn, but it also goes to experience. I’m sure many patrol officers wonder why things are done certain way but have never had the opportunity to see things from a different department position or perspective. I really think cross training can help young employees better understand different perspectives of why certain policies are implemented and better yet can give administration feedback on ways employees would feel change implementation could improve.

  • Matthew Menard

    Nothing is more true, especially when dealing with law enforcement personnel than "many people dislike change, although change is the only constant”. Leaders must understand and remain open minded to change. Our jobs see an increasing amount of change every day - some of which is good and some is bad. If we learn to role with the punches and accept this change or at least find ways for negative change to minimally impact us, we will find ourselves more successful and often find better ways to perform our jobs.

  • Jennifer Hodgman

    I can appreciate Dr. Harrington's comment when she said most people dislike change although change is the only constant.
    I think we all realize that people are not prepared for change and often resist change when it is not explained to them in a way they think is beneficial. You need to think ahead and develop a plan with a clear direction for implementing change. There will always be those who are resistant and serve as roadblocks in the process. This should not stand in your way and does not mean change is a failure.

    • Sergeant Michael Prachel

      Indeed. I do not know many law enforcement officers who enjoy change. We get stuck in a method that works – this new variable thrown in disrupts how we operate….and we do not like it. For instance, our department just implemented BWCs. This new bit of technology was certainly a change, which some may not like or agree with it. But our management highlighted the importance and trained staff to the point where the transition went well.

  • Maja Donohue

    To effectively implement change, we must prepare and communicate effectively. Taking the time on the front end to explain the who, what, when, where, why, and how will ease everyone’s anxiety and make it easier to adjust if things don’t go as planned. I think people resist change when they don’t feel included, especially if it impacts them directly.

    • Matthew Menard

      Very true. When practical, including as many people as possible in the implementation of change makes the transition easier.

    • Sgt. Shawn Wilson

      I agree that effectively communicating why we are changing will allow for the change to happen in a more positive light versus the forced change which takes year to fully implement.

    • Steve Mahoney

      I agree. Communication is the key to change. We need to be open and transparent as possible to enact meaningful change.

    • Eric Sathers

      I agree. Buy-in is crucial to getting others to accept change. Being open and honest about why it is taking place, when, where, etc... is also important to have an open dialogue.

  • Not all like change, but it is the responsibility of the leaders to make change happen and to sell the change to the people it effects. By using the who, what , where, why, and how methodology will help us make the change and assist us with others learning to except it better.

    • Gregory Hutchins

      Through the entire discussion on change and the value, the critical item that leaders must address and continually hone is the message.
      Communicating the change endeavor is critical to driving the process. The communicative topics or themes embedded in the 5 W’s create the framework for leaders to generate the necessary buy-in from the stakeholders. The stakeholders drive the internal and external factors that create resistance to change. Change is difficult to lead because the individuals involved are only a part of the endeavor. The process is not theirs. As they only play a part, getting the necessary buy-in, creating full engagement and cooperation is essential and only accomplished through effective communication.

  • Dr. Harrington made several key points. First, I found Dr. Harrington's last comment to be very profound, " change cannot be left to chance". Whether it is forced upon us or something we desire, it is the leader's responsibility to manage change. Second, the 5 W's (Who, What, Why, When, Where, and How) can be applied any time you are faced with the need for change. Dr. Harrington provided some great examples of questions to ask for each area. I have found that if you can gather your leaders and some of the people you think will be resistant to the change to answer these questions, you can develop buy-in and consensus early in the process. Third, the need to identify and remediate obstructions to change cannot go understated. These friction points can be people, processes or resource limitations. Lastly, continuous, clear communications and unity of command is critical to affecting positive change. Tying the agency's vision, mission, and core values to the change narrative impacts the organizations culture. Unity of command ensures that everyone speaks the same language. Unity weakens those who would obstruct change. Change and how it is managed can be a defining moment for a leader.

  • We don't need to change. Sounds familiar to me when someone suggests a new idea. This is a good place to bring up Grandma's Ham analogy. The story goes like this. A child watches mom cut off some ham on each end before placing it into the oven. Curiously she asks her mom, "why do you cut off each end of the ham before you bake it?" The mother responds, "that's the way my mom prepared the ham." In other words, humans will follow the lead of the previous generation blindly because "it's the way we always did it."

    To the issue in the lecture. The 5 W's need to be asked and validated. Change just to change doesn't make sense. So goes the old adage, "if it ain't broke, don't fix it." People, including ourselves, need to understand why, when, where, how, who, and what the change is. Further, we want to know how it benefits us as employees. Think back to earlier modules that discussed change management. We need to lead change like we lead other aspects of our leadership roles.

    • Andy makes a good point. Change for the sake of change makes no sense. It is this type of change that drives the rank and file crazy. I saw this frequently in the Army when a new commander arrived. They had a limited time in their position and everyone wanted to leave their mark because it looks good on an evaluation. Instead of asking people what they thought needed to be changed or improved, the new commander typically made cosmetic changes that generally made things worse for those who had to implement it. Our officers are smart. They can see when someone is only going after low hanging fruit to make themselves look good. We as leaders need to seriously think through the why (purpose for change) before we start the change process.

  • I think the fundamentals of answering the who, what, where, when, why, and how are extremely important to remember when making changes in an organization. Those are questions we have to answer everyday while doing our jobs and handling situations with people in the community, but they are often forgotten when handling things within our own organization and with our employees. Being able to answer those questions as to why change is occurring and before it actually happens, will most likely result in less resistance from people. An example of this not happening in our agency was recently when COVID started. Our agency is a very tight knit group. Patrol, detectives, dispatchers, jailers, etc. are typically close and solid relationships inside and outside of work. They often have group gatherings outside of work and are overall friends. During shifts, it was always allowed to have patrol go into dispatch to visit and to discuss calls. Once COVID started, they were banned from doing that. Everyone understood, but they were allowed to go into the same break room together and other things like that without any issues. Now that is has been over a year, it has been obvious that morale has drastically decreased and newer people especially aren't getting that interaction. Besides building a stronger relationship, it also effected newer people being able to learn how to do things better or what could have went better. Everyone has been upset by the change because no one is getting much for answers or if things will ever be able to go back to a new normal. Some believe that a specific administrator just doesn't want people being able to interact like they used to.

  • Christopher Lowrie

    When making changes answering the five W's and following the nine principles of MOOSEMUSS is a must for making changes in the law enforcement world. By identifying internal and external forces that both create and resist change police leaders are in a better position to think about the resources needed to change the organization.

    • Good points brought forth in this module on change. External and internal forces are always at work, especially in 2021 law enforcement. Consider the change that's being thrown at us in police reform. To me, this is a case study on what not to do. Force feed people and expect they'll ask for seconds.

    • Maja Donohue

      I agree that we need to do a better job of identifying internal and external factors and that planning for change is critical. When the process is laid out and explained to people they are less likely to resist the change.

  • Robert Schei

    Change is inevitable and challenging. It is imperative that as leaders we recognize the conflicts that change creates and find champions of change. Change is a lengthy process that involves many moving parts. Having a solid plan and understanding the What, Why, Where, When and How aspects of change will help move change in a positive direction.

  • Nicole Oakes

    Law enforcement officers are constantly problem solving and controlling situations. So when it is time to implement change, they need to be aware and have a "buy in" so that they know how it will affect them, so they have a sense of control. It really helps when you have the front line leaders in agreement with the change. They will act as your change agents.

  • This module just strengthens the principles learned in the team and organization development as well as the deep change modules. Achieving buy in is necessary to make a change successful and doing so requires being able to relate the need and benefit for the change. When a change is rolled out will little communication, the first instinct is to wonder why one more thing is being added to your plate. Being able to negate that feeling by establishing that particular change is helpful, necessary and "why" is important. Unless the change is just for the sake of change, in which case good luck with that. And I agree with Jed, "cause I said so" quit working with the last generation. And honestly it takes far less time to explain change than it does to plan, prep and implement it, so why not.

  • It's funny that cops, who deal daily with ever changing environment and scenarios are so resistant to internal change. I guess it has to do with the need to have something that is constant in their lives? Having a plan for how to overcome the resistance to change on the front end is important. Relying upon the old "'cause I said so!' doesn't really work. If the first line leaders aren't sold on the change, there will be so much friction and the transition will be a constant struggle. The key seems to be selling the reasons for the change and how it is going to help.

    • Robert Schei

      I agree, staff need to understand the why related to change. They may not agree with the change but they need to understand its purpose. Often times change is met with resistance because staff are not involved on the front end and have little input into the need and amount of change required.

    • Selling the change can be very hard. I think cops are suspicious by nature and that feeds into some of the resistance to change. Ultimately, once we get them over the hump, most people do just fine adapting to change. I think a mix of because we said so (not using those words) and the lesson learned in this module, ultimately work together to bring forward change.

  • Timothy Sandlin

    The view taken comparing a change plan with a battle plan with the 9 principles of war is something I had not thought of before, however, makes practical sense. It is good to have a list of questions ready to answer to assist in forming the "battle plan" for change. Having these answers will help the leader and teams navigate through the difficulties of a change process with much more success and buy-in. Good information in this module.

  • Major Willie Stewart

    I enjoyed this module. This module address one of the hardest demands in policing “change.” As creatures of habit, most law enforcement officers dislike change. We often to refer to one of the most unexpected things as traffic stops as “routine.” I think it is most important that this lecture discussed the 5 w’s; who, what, when, where and why. These are the most important when addressing change.

  • Some excellent pointers for dealing with change. We are all stubborn when it comes to change if it effects what we are comfortable with. understanding and communicating the end goal effectively is key to success.

    • Brad Strouf

      I agree that if change is communicated effectively and properly, success is much more likely. I certainly agree that we are all stubborn when it comes to change!

  • Durand Ackman

    Change is about the only constant anymore and we need to know how to embrace it, adapt to it and encourage it. Change is always difficult and usually met with pushback from those it will affect. It is important for us to learn ways to make the change easier for those affected. This module had some good information to help with that process. I also liked the Eisenhower quote Harrington mentioned in this module about leadership.

  • Paul Gronholz

    I appreciated the 9 tenets of war steps to plot a course of action. There are certainly many ways that law enforcement has had to adapt in the past few years, especially last year. It was helpful to me to identify and explain each step in the change process. In order for meaningful change to be implemented, each step must be taken. When steps are skipped or shortcuts to change occur, leaders will face increased skepticism towards and reluctance to change.

    • Christopher Lowrie

      Great take Paul. The important park is not skipping steps or taking shortcuts. The tenets of war have worked for a long time for a reason.

  • Ryan Manguson

    Quoted from the lecture, "Many people dislike change, although change is the only constant." Change occurs whether people like it or not. However, change is much more accepted when the who, what, where, why, and how are explained. From my experience, people are also more excepting of change when they feel they have provided input into the change process.

    • Paul Gronholz

      Absolutely, again communication is key. Too often, communication of key changes are not adequately explained. As leaders, we can be mindful of that and communicate more effectively. Communication of course doesn't just mean leaders telling officers how things are going to be, but communication includes listening to concerns and using understanding to overcome obstacles.

  • Kelly Lee

    As officers, most of us to not like change. We are that type A personality that likes things to remain status quo that we can have control over. When change happens we will like we've lost control and do not understand why the change is happening. To keep up with the ever evolving world we live in we need to start embracing the change and realize that to do our jobs effectively and before we retire that change is going to happen many many times over. We need to be supportive and hopefully be included in administrations future planning.

  • Kyle Turner

    As many have said, change is difficult for so many, likely because it involves a lot of unknowns for those affected. It requires a significant amount of trust in leadership that the change will bring positive results. This trust is tested repeatedly throughout the change process and requires a lot of preparation and planning to ensure leadership is on the same page (Unity of Command) and sharing the same message. The larger the change the more significant planning and preparation required. The 9 principles of war discussed are helpful during this planning process.

    • Timothy Sandlin

      I agree preparation, inclusion, planning, and UNITY of Command are critical to successfully negotiating through change process. If you don't have those things in place its like going into a game facing an opponent you have no knowledge of and hoping it all works it good.

  • Chad Blanchette

    In thinking back over the previous modules that we have been through, it seems to me that the best way to implement change is to involve the people in the change that it is effecting. There seems to always be resistance at almost every level to change because it is new and outside the norms of how we have always done something.

    • Kyle Turner

      I agree that involving those affected by the change is important. Clearly communicating the objective and then empowering the group to chart the course often creates the buy-in needed to effect change.

    • Kelly Lee

      Absolutely agreed Chad, as we've learned in previous models, if we can involve those who will be effected by the change then we are more likely to have "buy in" from them and supporting the mission for the organization. As cops we all dislike change and wonder why it's happening but if we are told up front about it or are included we are much more accepting of it.

    • Durand Ackman

      Absolutely! It is best to include those that are going to be affected by the change and usually the sooner you get them involved the better it goes. I've had a few times when I get them involved and they come up with some hiccups I hadn't thought of. With their help we were able to make adjustments and have successful rollouts of the change.

  • Ryan Lodermeier

    Change is a constant within our profession. There is not doubt that there are people who are apprehensive about change, maybe because it brings uncertainty, maybe because it brings feelings of discomfort? I don't think there is any one true reason that applies to everyone. We as leaders though have the responsibility and power to convey why this change is occurring as well as the potential results of this change. It seems as though accepting this change is the hardest part of the process.

  • Frank Acuna

    Change is good, change is good, change is good. Repeating this is one method of releasing the anxiety that most have toward change. Change is good and being stagnant can be damaging to your career, health, and personal life. Change, however, is something that brings on anxiety for most people. How can we as leaders help to implement organizational change and reduce the anxiety of that change. Change brings on new challenges but also a tremendous amount of opportunity. Identifying the stakeholders, who will be most impacted, and who will likely fight change is key when building a battle plan for organizational change. Providing the benefits and reason for the change to these same people can help to alleviate some anxiety for organizational change and garner buy-in to make the change more effective.

  • Samantha Reps

    Change is one of the most challenging things for staff to accept and adapt to accept. Change is met with resistance and I do agree that having a battle plan in place may help with a smoother process. Being clear on why the change needs to happen and being able to answer the "whys" is beneficial to all.

    • Ryan Lodermeier

      I agree, I think the hardest part is the acceptance portion. The battle plan plays an important part in the opening dialogue of change. Explaining the who, what, where, when, and why is imperative for officers to accept that this change is going to occur is important. When officers at least have some of their questions answered it helps make sense of the movement.

  • Mitchell Gahler

    Change is going to happen within our agencies. Not all change is going to be enjoyable or easy to get through. However, it is pivotal in order for organizational growth. Change is all about learning and exploring and implementing new and improved ways of doing things. Some change will have resistance, but will subside over time. There will be change in leadership, and new practices and expectations will be put in place that was different from your last supervisor. It’s how we deal with the change that makes it successful. We can either accept the change and work through its quirks in order to be successful, or we can buck the change to make it harder and less successful. It may not be easy or liked, but it’s how we deal with it that makes us better as an organization.

  • James Schueller

    The topic of change is usually a hard topic to discuss, for the same reason people are resistant to it- people generally don't like change. However, we know as current or future leaders that we not only need change, but we must seek it out to improve ourselves and our organizations. I really liked the Who, What, Why, Where, When and How plan definitions. The example questions to ask ourselves in each of those categories really expanded my outlook as to how we can apply them to facilitate change.

  • Change seems to be the toughest thing for officers to encounter. When I have implemented a change in our agency it has been met at times with resistance. Having a battle plan as was mentioned in this module certainly is something to consider to help make the change as seamless as possible. What I have done lately is to start mentioning the changes for a period of time before it is implemented. This gets officers to start thinking about the change. I then look for ways to have officers help me implement the change to achieve buy-in.

    • James Schueller

      I like that approach of mentioning the change prior to implementation. I can imagine it helps people get used to the idea before its practice, and also helps staff get over that initial response of negativity because it allows time to "sink in" before going live.

      • I agree. I like the idea of letting officers have "buy in" to a new program or piece of equipment. With the right guidance they typically make the same choice (or at least understand better why you made the choice).

  • Joseph Flavin

    One thing I've picked up on since I started is that people resist change. While it is inevitable in this profession, there are ways that leaders can help others accept change. Too often there is "change for the sake of change." I think that creating an organizational change battle plan will help mitigate some of the resistance to it. When reasons for change and the benefits to that change are adequately explained to those that the change affects, change will be more accepted.

  • Lt. Marlon J Shuff

    There is one thing that you could be sure of in police work, and that is that things are going to change. It's inevitable. What we can do, though, as a leader, is control how you handle the change by communicating it to your officers.

  • This module does an excellent job of defining the who, what, why, where, when and how of change. It is good to use these questions to systematically run through your ideas prior to facilitating change. Many time we fall short and try to force ill conceived concepts on our staff then become mad when they fail or do not give the desired results. Being more thoughtful of change is never a bad thing.

  • Captain Jessica Jo Troxclair

    Recently, we had a huge technological change within my agency. We transitioned from an outdated software system to a more modern software. During the transition threats of fear due to change were felt. As leaders we worked alongside our officers to build the software to the most useful needs for our agency. Buy in was a success and it resulted in a positive change.

    • Joseph Flavin

      That's great to hear that your agency had the buy in from your officers. I think that working together with them in the building phase certainly contributed to that.

  • Lt. Richard Paul Oubre

    Explaining the why is very important why trying to initiate change. If people understand why the change is necessary, there is usually a lot less resistance. I feel the buy -in is just as important because it is much harder to resist the change if they are involved in the process.

  • Lt. Joseph C. Chevis

    Change is necessary, over the past few months our organization has experienced change which has taken place to protect our officers. I am a firm believer when changes are made, there should be explanations as to why the need for change is taking place. Communication is a vital role in change. Personnel should welcome questions from subordinates. When it comes to change leadership should listen to the feedback from their subordinates, give some thought and consideration to what they are saying. When communication percolates between leaders and their personnel honest and reliable relationships occur and our organization can begin to flourish.

  • Henry Dominguez

    Change in law enforcement is a constant thing. Communication is key to helping everyone understand and also allows questions to be asked which can be answered to clarify things so that there is no confusion. everyone needs to be on the same page, especially the "Unity of Command" under the MOOSEMASS concept is an absolute must.

    • Lt. Joseph C. Chevis

      agreed through all these modules Communication has been the tool. great leadership and communication will help the changes work.

  • In these moments, leadership, as well as multiple layers of the chain of command, must synchronize efforts to gain the leverage necessary to implement the change or sustain it.

  • Royce Starring

    Organizational change is inevitable in law enforcement. As people retire change will occur. It is how we prepare for these changes is what determine if the organization will thrive or struggle.

  • Adam Gonzalez

    The acronym MOOSEMUSS (Maneuver, Objective, Offense, Simplicity, Economy of Force, Mass, Unity of Command, Surprise, Security) is an entirely new concept that this module has introduced to me. I especially appreciated the Surprise concept and the explanation of surprises that should have been known or anticipated vs. true surprises. I also very much appreciated the instructor reminding all of us that change is the only constant and the 5 W's and 1 H (Who, What, When, Where, Why and How) or modern journalism and its applicability to our roles as public safety professionals.

    • Royce Starring

      I agree it was a new concept to me also. I also found the surprise vs surprise interesting. The knowing surprise and the surprising surprise, being prepared and unable to prepare for such surprise.

  • or agencies to advance change in techniques and technology is required. Change is almost always met with some form of resistance from officers. If the agency has a clear communication path with its officers, the change will be successful if the reasons for change are correctly communicated. If officers can see where the change benefits an protects the officer, the change will be successful and benefit the agency.

  • Lt. Mark Lyons

    For the most part, change is always met with resistance at some level or another. Those who are affected the most by the change will need to be sold on the positive aspects of changes being made. Putting together a "change battle-plan" will go a long way to getting everyone on board and overcoming the usual obstacles.

  • There is now way around change. Just the advancements in technology alone present enough change. But in order for the agency to grow change must take place. You will need the buy-in from support personnel to make sure it happens. Agencies need to do a better job of incorporating the people that the change is going to effect. They are the people the change has the most impact on. we need to listen to what they have top say on the change and if it feasible it needs to be taken into consideration. That is how you are going to get buy-in on change.

  • One thing we all know, and this module reinforces it, is that change is the only constant. We all have been through changes, which is inevitibly met with resistance. I agree that if the information is processed correctly and communicated in the correct manner and in a positive way with input from with correct individuals, people will be more receptive.

    • Eduardo Palomares

      When it comes to change no one likes it initially. Change is necessary for the betterment of an institution or for repairing a faulty operation. In law enforcement, change is necessary and vital to successful mission accomplishment. It is up to the leaders to ensure that the intended change is positively communicated to the personnel responsible for performing the take. We have to be real with those affected by the new change. This will go a long way. Leaders must be transparent and embrace the change. This will spread in a positive way among the ranks. If we embrace and support the new change, our people will do the same. It is also important to stay consistent with the change and not express our personal views about the changes especially if there are less negative. The change should be introduced gradually and in small increments. Having the proper battle plan to institute the change is vital for both our personnel and organizational satisfaction. We have to be realistic when implementing change and we have to be the change to influence others.

  • This module is great to show that agencies will go through growing pains no matter what level of government you work in. Its the equivalent of a head coach on a football team. All the moving parts always change, you replace them to get better, or to improve on what already works. When people fear changes to be made, there will always be subjects that aren't happy, they want the status quo to stay. Being able to lead and inspire change is a real challenge.

    • Mitchell Gahler

      We have recently gone through some change, as we have implemented NIBRS within our agency. There was a lot of confusion and negatives at first, but it has now become a part of the norm with very little negatives. In a few years, we will be going through a drastic change within our agency, as there will be a newly elected Sheriff, many up and coming supervisors, and much movement within our office. With that, there will be a lot of change regarding new roles and new hires. It will be difficult at first, but if we work through it together and stay positive, the change will be successful, and we will learn a great deal by its process.

  • This module reinforces that the only constant is change. Especially today, things change on a daily basis. We have to use every tool that we have to make sure that our officers and agencies are prepared. There are always going to be things that we must hang on to, want to hang on to and wish we could hang on to. Most people tell you that the most deadly phrase is "That's the way we have always done it." I have been the one to say, "If it's not broke, don't fix it." I believe that, but I also believe that when systems or agencies change, sometimes even if something works, it has become outdated, antiquated, and sometimes dangerous. We wouldn't want to drive a model T on the interstate, but we don't want to just give the car a new paint job. In other words, when we change, it must be real, not cosmetic.

  • Communication through out the department when a change is imminent, is very important. Like a previous model change just for changes sake can create confusion and demoralize the employees. A sudden unexplained change will no doubt bring resistance.

  • This is a great way to look at performing a deep change within an organization and the way to effectively succeed with the change. This is more than just a small change and is something that will take time and adjustments from more than one particular group. Using MOOSEMUSS and having the correct change agents involved will increase the likelihood of success.

  • Lieutenant Dustin Jenkins

    The need for change is law enforcement is evident. I especially liked the comment that "change is the only constant". In our profession, everything changes almost daily, that is the reason I initially chose this profession for fear of boredom with the mundane aspects of other jobs. As leaders, we must be able to effectively communicate and implement changes within our agencies to better meet the needs of our employees and communities alike. The principles of war given to us as MOSSEMUSS give us guidelines to help present change in the most acceptable manner.

    • Kevin Balser

      Change is the only constant and the only thing that is often predictable. Effective communication is definitely key to implementing the change.

  • Change is a necessary part of life; however, people are universally resistant to it. It is for this reason that change in a Police Department needs to be necessary, explainable, and well communicated to everyone involved or any implementation of change will be met with resistance.

  • The role of communication in change cannot be overstated. From concept to implementation keeping those that must work within the new changes must be kept informed. All to often change is ordered without any clear plan for implementation. Basically just dumped on members to implement. That certainly causes resistance on many levels no matter how good or necessary the change may be.

    • Lieutenant Dustin Jenkins

      A clear plan with effective communication and reason for changes gives us a likelihood that the change will not only be accepted but also ensures that the change agents and employees will implement the change.

    • Captain Jessica Jo Troxclair

      Very true, the more we effectively communicate with our officers and are transparent with our officers the fear of change can subside.

  • When making change, i feel that effective communication will help workers be more receptive. By communicating help involves other workers and give them a chance to offer their feedback.

  • Considering who, what, when, where, why, and how can help agencies utilize a systematic approach to achieve sustainable change when coupled with the nine principle's of war (MOOSEMUSS).

    When we are considering technological changes within our agency, we have sought the input and assistance from various people within our diverse divisions; however, in some cases we didn't seek input and assistance from the right people. We failed to ask within those divisions who are most likely leadership champions of change; we allowed Commanders to choose someone to represent their division rather than allowing those with interest to volunteer. We didn't have the right people on the bus seated in the best seats for them. To further the conundrum our expectations weren't crystal clear and we failed to create a tangible action plan within each division. We can learn from our mistakes in the past to improve implementing sustainable change moving toward the future.

    • Major Willie Stewart

      I agree, we there are so many working parts. Budgeting, timing, administrative and commanders, subordinates and public also play a major role in effective change.

  • In our agency, personnel often resist change because the individuals that are affected are not involved. There is often leaders that lack buy-in, which makes it difficult for change to be successful. In my department, we have created an inclusive culture. Whenever there is change, we form a committee to include both line personnel and leadership. It motivates the personnel to be involved and creates buy-in.

    • Ravenel:
      I agree that including personnel in the change process is instrumental. I think that being inclusive coupled with clearly defined vision, goals, expectations, and the path to get there help everyone navigate the way with less resistance. As leaders, it is our responsibility to help remove those obstacles blocking the path to our desired change.

  • As a young chief, when I first took over, I wish I would've known about this change battle plan before changing and watching a disaster unfold. The keys in this lesson as a leader are to avoid pitfalls, such as failure to communicate, and not bringing in the right people for the right message.

    If we ask and explain the right questions, and bring in the key players that this will affect, we can avoid a disaster at the end. This also plays a huge role in employee morale and satisfaction. If we explain to us why then we control the message and the rumors.

  • Change is always taking place. LE agencies must move with the changes that are taking place around them so they are not left behind. At the same time change has to be communicated so that officers can buy in to it and not reject it.

  • I find that the buy in to change is made much easier if you clearly explain the need for the change to those who will be affected by that change. They may not necessarily like the change but they are more willing to accept and go along with it if you are honest and provide a valid reason for the change. Progress is not achieved without change. The world is changing around us so we much change as the times dictate.

    • What is the one thing almost all officers agree on. We hate change, especially when its forced down our throats by the administration with no rhyme or reason. I agree that clear communication for the purpose of change allows the new procedures to be implemented smoothly.

  • Chasity Arwood

    Change is something that is necessary in order to stay effective in law enforcement. Many officers resist change, even if the change will benefit them. Keeping an open line of communication and explaining the reasons for the changes will greatly increase its success.

    • Sometimes they resist because they just want things to stay the way that they know them. You will always have that one guy that will not change for anything, even if completele explained.

  • I believe change can be a good thing if all who will be affected would be included in the process. I have seen many times that change occurs, affecting certain individuals, and those individuals were not asked for input. It is very easy for someone who hasn't worked the patrol division in several years to come up with a policy that does not take into consideration the changing needs of the patrol officer.

    • Lavergne, my thoughts exactly, the “who” is the most important part of change. If all stakeholders are not included in the change process, there will undoubtedly be obstructionist to that change. Although well intentioned, I have seen attempts at change fail because of this lack of communication and collaboration. Without considering all of the moving parts in change through collaboration, the change can unintentionally influence other parts of the system, causing more problems.

  • I have stated before during this course that the most dangerous phrase is "because we have always done it this way". I refer to this all of the time, but I believe that change does come with a price, however it is needed, especially in the ever-evolving world of law enforcement. I think asking the key questions for who, what, when, where, why, and how are important and also valuing the opinions of those impacted by the change is equally important.

  • Most officers resist change because the change is not explained why the change is occurring. In most cases, there is no involvement of anyone that the changes affect. The administration also does not know how the change affects the officers. I think by evolving the officers in the change and empowering those officers to take charge of the change will be a smoother transition to the change.

  • In Module 8, learning that the five W's in the age of traditional journalism who, what, when, where and how are good lay out questions needed in the development of solutions to achieve changed goals and strategies.

    • I agree, it is simple yet most administrations do not ask these questions. Why not get input from the officers that the change affects or involving them in the change to help them embrace the change.

  • No one really likes change but that really is the only constant in law enforcement. Talking about ideas and getting input from all employees helps to ease the process and gets a little less resistance when they feel they are a part and have valuable opinions.

  • The idea that the only the constant is change and change is inevitable is one that people need to fully embrace. Far too often we get stuck in the mundane, day-to-day existence when it comes to our organizations that we forget we need to evolve in order to meet the needs of our communities. I enjoyed the idea of likening organization change to a SWAT operation; just as the police will not live, change will not “go away”. It is always present, always looming. You can either embrace the inevitable to move forward or fall behind and eventually be replaced.

  • I agree with Dr. Harrington when she said most people dislike change although change is the only constant. People are not prepared for change and often resist change when it is not explained in a way they think is beneficial to them. I think you need a plan and a clear direction of the path you are going to take before implementing the change. You will always meet roadblocks in the process of change. This does not mean the change is a failure.

  • This module can literally involve every single module we have learned since the beginning. The Battle Plan to implement change must be solid, but the ability to address problem must be fluid. Comparing this module to writing a policy, some explanations of the policy should remain vague, but not left open to so much interpretation that it can be easily scrutinized. A fatal flaw in this change is if the main person in charge is not viewed as a credible leader, subordinates will not trust the entire proposed change. If this is the case, a domino effect in the breakdown of trust, communication, and any possibility of collaboration is affected and an agency cannot serve their community effectively.

  • Major Stacy Fortenberry

    This goes back to several previous modules dealing with change and buy-in. This module presents it as making a more formalized "battle plan". Leadership and change was a good module to pair with this one. Earning trust and dealing with the inherent fear involved will be key.

  • Change is definately constant and often resisted. The philosophies discussed in this module including the five W's and the nine principle of war give great insight in how ot approach change. I like the analogy of viewing change as a SWAT event. The planning, imiplementation, and continued evaluation and adjustment is very applicable. By using the lessons of this module I feel some of the changes I have had to spearhead may have gone smoother with better buyin from my staff in the past. I also found the statement that when everything in an agency is a priority then nothing is a priority to be appropriate. Recently our Sheriff made amazing progress in not only building a new correctional complex but instituting drastic changes in programming in an effort to address the reduction of recidivism. Many of the commanders have had to realize that the jail is the priority while these changes were being implemented and evaluated. It has been a challenge to make sure there is unity of command, however by keeping commanders updated on plans, progress, and the need for additional resources including the reasons for these needs the change has been successful.

  • Lieutenant John Champagne

    When you implement organizational change, you must have a plan, especially for those that will obstruct the change. I think the who, what, why, where, when, and how questions layout the plan perfectly. The question of why we need the change is probably the most important to get everyone on the same page to move forward.

    • McKinney

      I agree with you that when implementing organizational change, it is imperative to have a plan of action. Change can be viewed as an obstacle for certain individuals, but if we are prepared and can present a clear understanding to our team members of how we’ll succeed by utilizing the “who, what, why, where, when, and how”, then it is more than probable that everyone we’ll be able to move forward with at least an understanding.

    • Major Stacy Fortenberry

      I agree on the why question being important. Why to the individual. Why should that person support the change.

    • Adam Gonzalez

      Once again, I find myself responding to your posts :) I completely agree with all that you cite in your original post. My observation is that there may be several saboteurs lurking in the fringes of our agencies, waiting for an opportunity to run amok. Also, like you, I believe that this must be addressed, and done so early in the developmental planning stages. We understand that their are often those that wish no change and see no value in "improvements". If we are to institute real change, not only is this to be done incrementally, addressing the five W's and one H questions but also preparing for those that will also resist this change. Buy in is critical...at all levels!

  • There is always going to be resistance to change but being able to identify those persons and attempt to involve them in the change process is crucial. I like how Dr. Harrington brought up the point about how people like to be experts and change challenges this expertise. This is probably one of the biggest causes of resistance to change. It was also interesting how she incorporated the 9 tenants of war and how they could be used to foster change within an organization.

  • McKinney

    I found it interesting how Dr. Harrington incorporated the tactical element in preparing to implement change. In most high-risk situations, a well-thought-out plan is developed where a positive outcome often occurs. Knowing how to develop a strategy, plan, and or tactic to achieve a mission is crucial because I am sure we can call all attest to the resistance and surprise that come along with an unknown situation. Knowing and having a “Battle Plan” can help us with resistance when implementing “change” inside our organizations.

    • I also appreciated the comparison of a tactical operation to that of change in an organization. Many of the considerations and challenges are the same. The concept of having a battle plan is appropriate as is the need for evaluation and refinement of the plan.

    • Curtis Summerlin

      I had never given the concept of a battle plan for change much thought. This module made sense in how the plan can help facilitate the necessary change.

  • Burke

    Change is the biggest struggle within the law enforcement community. The career is built with "type A" personalities which are needed, but that also brings a trait that resistant to new ideas. Having a good plan that explains the needs and implementation is paramount to creating change.

    • Agreed, the type A is needed but usually doesn't like change. Once they have mastered a skill or technical ability they don't like having to learn a new one. Seeking out the involvement of these people will help with the buy in process as well as allowing leaders to communicate the benefits of the change.

  • Donnie

    Nobody likes change and most of us are resistant to it. We get comfortable and set in our ways when things are going well. However, organizations like law enforcement agencies have to move with change. This includes anything from the demands of technological advancements to public attitude. A lot of law enforcement change is influenced by the media which is unfortunate but certainly a reality.

  • Lance Landry

    Change can be ugly and dirty. Nobody likes change but it is needed to progress toward the future. Being mindful of who, what, when, why, where, and how a change will affect people in an organization can make change a much easier pill to swallow.

    • Burke

      Change can be a grueling and hard to accept at times. This is a more structured way of implementing change within an organization.

  • Lance Leblanc

    Change is hard for most including myself, but it allows for new ideas and progression. My agencies in the process of changing leadership, which should have a positive outcome.

    • Marshall Carmouche

      Change is an obstacle to me too. I'm afraid of the unknown that exists with change. However, I am learning to adapt to the ever-changing profession of law enforcement.

  • Brian Lewis

    I consider myself a change agent and am always looking for ways to make us better and more efficient. Creating a battle plan and incorporating the "Who questions" will hopefully help the transition of change go smoothly.

  • Jarod Primicerio

    Change is inevitable and necessary for all entities to remain relevant. Failure to do so and the desire to remain status quo is actually a reversion and provides a disservice to the organization. We constantly battle those in positions who want that easy ride and if the change "rocks the boat" it disturbs the equilibrium; thus causing conflict. I am a visionary and always looking for the next best way. Knowing not everyone progresses in this manner, I am often forced to deliver in small doses.

    • Brian Lewis

      I know your pain Jarod. I too am always looking for the next best way and have found small doses helps. It also keeps me from getting too invested and experiencing frustration.

  • Amanda Pertuis

    I really like the Who, What, Why, Where, When, and How questions. I think we can get buy-in from personnel by sharing the answers to those questions.

  • Rocco Dominic, III

    Most people do not like change and will resist it when they can. Change is necessary for an organization to remain current with the times. We have recently changed computer system this was a big change for the department. They allowed each division to have an input into the design of the system. This add the buy in to get everyone on board.

    • Donnie

      We had the same issue. There was resistance to moving to a new report writing system. Basically because it was somewhat difficult to operate ensuring we met the criteria or block checking so the FBI would have its statistics. We’ve had it for about 7 years now and the programmers are still making changes to it.

    • We are working on our new ARMMS reporting system currently, and thankfully they have taken everyone's input. This is change for the better for all, therefore during this change there hasn't been any resistance. Can't say the same for when we actually switched from handwriting to laptops back in, i think, 2000 (?). This was met with huge resistance, mostly from the loder generation as most of them at the time never worked a computer in their lives. Some of those that are still around laugh about it now, but it took quite some time to realize the change was overwhemingly necessary.

  • Christian Johnson

    Change in any Agency is necessary for growth.

    I know most are "set in their ways", but I believe this can be overcome with meaningful two-way communication. Prior to the change, explain the need for it and welcome questions. This will go a long way toward your personnel accepting it and speed up the time it takes to become the new norm.

    • Henry Dominguez

      I agree, communicating with everyone and a good explanation helps everyone see a more clear picture of why things are being done.

    • Samantha Reps

      I agree, communication and being able to be available to answer the why's can help significantly.

  • David Ehrmann

    Change within any organization is something that is needed, but often met with resistance. People who don’t understand the need for change are more inclined to resist it. Also, organizations that continuously implement change can cause mass confusion within the organization. For example, I have been detailed to the Drug Enforcement Administration (DEA) as a task force officer for almost four years. The DEA likes to make constant changes in policy and procedure without providing the reason for the changes. The same policies and procedures change so much; once an employee finally gets used to doing things the “new” way, they change it again. I have never seen such a poor example change management (although this is the federal government we’re talking about).

    • I agree that change is something that is needed or is inevitable. The problem is when change is for the sake of change or in your case no one explained why the previous four variations weren't working and how the new one will fix that. The DEA requires two completed forms to walk to the men's room, so I can only imagine what it takes for a boss to change policies and procedures that often. Maybe someone like you with an outside perspective can help them recognize this pitfall.

  • Roanne Sampson

    Change is a much needed progress to continue moving organizations forward. Organizations must be able to change with the times. Many people do not like change and will do everything in their power not to conform. When our agency adopted NETCHEX, a new online time card/payroll system, I remember so many people complained about it. It has proven to be a very efficient type of system, especially for our payroll division. This system has helped save a lot of time. I find that our agency is not afraid to implement change. If our administration finds a better way of doing things, they will implement the change.

    • David Ehrmann

      I remember when they went to Netchex. I think all of us were questioning the entire process. However, that was an excellent example of fear of change. We were all used to one way of doing things and didn’t want to learn a new way. Thinking back, I don’t know how using those old timecards were effective.

    • Rocco Dominic, III

      I remember the change to netchex and the uncertainty that went along with it. The big fear for me was the change to the new employee evaluation system. This system is better at record keeping but the added steps needed to get the evaluation finished is still and big problem. Too many steps.

      • Amanda Pertuis

        The new evaluation system is great, as long the input was given to customize it. Communications made our job specific so it reflects their job performance, instead of how you feel about that person.

  • Laurie Mecum

    No one really likes change and usually resists it. Most resist because they don’t understand it or because they are not involved in it. Change is needed for growth and some policies, programs and procedures just grow out of date.

    • Jarod Primicerio

      I agree and feel the same way if not fully explained. Unfortunately, the changes delivered often come with little explanation causing unnecessary stress and confusion.

    • Elliot Grace

      I agree and the longer you have been in a position, the change is even harder to accept. Our agency has an advisory committee compiled of officers and lower ranking supervisors. During their meetings they discuss the types of changes that can be implemented into our department. The changes are researched and developed before being proposed to the command staff. After it’s purposed the command staff, the then make a decision whether or not the change will be made. It gives our lower ranking members an opportunity to be part of the change process and to learn why things are changed and why certain issues remain as they are.

  • Clint Patterson

    Change is always complicated and can lead to fostering an understanding of operational readiness. In my state of Louisiana, legislation passed a raise in the age act. The act stated that people younger than 18 years old are considered children (juveniles) effective March 1st, 2019. However, some 17-year-olds will continue to be regarded as adults, but only if charged with a violent offense. Then to make it even more confusing on June 1st, 2020, all people under 18 are considered juveniles regardless of the crime. This was a significant swing in the norm from anyone under 16 was considered a juvenile, and 17-year-olds are adults. I had to meet with all enforcement personnel to explain this change, and even though it was a legislative act, it took an act of congress to get everyone on board.

    • Roanne Sampson

      Clint, you and your guys will probably have to send out more reminders. Everyone will then understand about the new law.

    • Brent Olson

      Clint,

      I can see why that change was both challenging and confusing. In Wisconsin, anyone under 18 is considered a juvenile when they are a victim of a crime. However, at the age of 17 you are an adult for any crime (not just violent) committed and it stays on your criminal record for life.

  • Brian Johnson

    I believe one of the key components to creating positive organizational change is to provide a clear, concise, and compelling vision for the future of the organization. Allow our employees to internalize a better tomorrow with a brighter future while creating a thriving organization to fulfill our mission is inspiring, but not easy. As a leader, you need to know where you are going, how you are going to get there and provide that vision for others so they want to follow. We can't do it alone and it requires us to inspire, motivate, and call others to action. The organization can only change at the pace that your people are willing to change. Change must happen from within or it will not be impactful, meaningful, and reliable. Understand your organizational culture and you will understand if you are capable and ready for organizational change. Any other type of change will be short-lived, resented, and ineffective.

  • Nancy Franklin

    Organizational change is perhaps one of the most difficult tasks for leadership to manage. Most change will be met with some resistance, so it is important for leadership to plan a strategy before attempting to implement change. In addition, the leader must consider who is affected by the change and how this affect will pass on through the organization. when one department within an organization is affected, there will be a ripple effect in some form that impacts other parts of the organization. Thinking through these affects thoroughly allows leadership to identify and plan for potential barriers to the change management plan. Explaining the "why" to employees regarding the change is also essential to creating buy-in and alleviating employees' concerns, questions, and perhaps even some resistance.

  • Dan Wolff

    When dealing with organizational change it will most always be met with resistance. Having a strategic plan before implementing is key to having success. Using the five “W’s” and the “H” are a good start in answering any questions about the change and those affected. Then using the 9 principles of war to gather all resources needed will assist in implementing with success. As Jason Porter stated in the discussion our agency went through a major change in software for jail operations, patrol, detectives, dispatch and records management. The process was over a year in the making with several training sessions. Our transfer was a success with only minor setbacks so far. But with a great team in place and all the resources at our disposal change is being accepted across the organization.

  • Judith Estorge

    Change is what everyone says they do not like until you point out that pay raises are change, promotion is change and a change in leadership are all examples of positive change. Focusing on the positive aspects will bring about a positive mindset. Often it is the agency's manner of addressing issues that bring about positive or negative view points. Leaders have the ability to affect positive responses by their own positive remarks.

    • Lance Leblanc

      That is an outstanding way to look at change, but unfortunately, as law enforcement officers, we are taught to expect the worst and hope for the best. I do agree with a change in my paycheck for the positive is the kind of change I like.

      • The idea of change is hard for people to embrace, especially those who believe it is not needed. When the powers to be inherit a stagnant agency or one that refuses to evolve, there is always resistance. Their ability to get the crew on board and become change agents is essential.

  • Drauzin Kinler

    My agency makes changes frequently. I have learned over the years that in order to create a positive effect in making changes, you need to include input from those that will be affected by the change. Change that is made without that input will result in resistance and morale problems in the organization. Some leaders in our organization have not figured out the correct method to use in implementing change.

    • Dan Wolff

      Drauzin Kinler,
      I definitely agree on including everyone in the process for change no matter how small or large it may be. We as effective leaders must incorporate change agents so everyone is on board with the change taking place and have buy-in. Given the change battle plan with this module only adds tools to our box for incorporating change starting with us.
      Dan

  • Jason Porter

    In our department we just underwent a major change to our information technology system. I have to admit that I was skeptical about the new system, having used the old system for so long. I was assigned as a system administrator to the new system and saw the benefits of the new versus the old system. Change is not always fun, but most of the time it is necessary.

    • Drauzin Kinler

      Jason, we recently changed our RMS and CAD system at our agency. Many were skeptical when it was first announced. By creating build teams and getting feedback from all affected by the software, made the implementation and go-live process seamless. Change isn't that complicated to implement if you involve the people it will affect.

    • Judith Estorge

      Jason,
      thank you for sharing and giving hope to positive change. New technology is most often met with sighs and frustration before given a chance by officers. We are so set in our ways and reluctant to change that we miss the opportunity for improvement. Out with the old and in with the new is hard to swallow but most often for the best.

    • Clint Patterson

      Jason, what Drauzin stated above did occur, and I honestly believe that without creating the build teams, the resistance would have been much higher. This was an effective battle plan.

  • Joey Prevost

    Most people resist change because it is uncomfortable. Some become antagonistic and adversarial. Some even go so far as being an "organizational terrorist" to try and stop the change. If the leadership explores all of the who, what, when, where, why, how questions it will go a long way to plan for contingencies. If people are kept informed they are more likely to be on-board. The nine steps can used for change planning.

    • Laurie Mecum

      Joey, I agree....some do not like change and will go to all lengths to stop it from happening. It is up to the leaders to stop that behavior and show what the change is needed and the positive outcome it will bring.

  • Mike Brown

    Change is always happening and once again no one likes change especially when they know it's coming and believe that it is not needed. There must be some form of prep prior to change to allow people to at least come to grips with the information.

    • Jason Porter

      We did that exact thing, with our new system coming on line. We had training workshops to get the entire agency familiar with the new software so the change wasn't just a blind act.

  • Monte Potier

    Although no one likes change some change is necessary for the organizations health and survival. I believe that just speaking with your employees and letting them know why the change is necessary will help with some of the internal forces that may try to sabotage the change.

    • Joey Prevost

      Organizations only experience growth through change. If employees are kept informed as to the reasons for the change and the direction, they are more apt to be in line with it.

      • Chad Blanchette

        I would add onto this thought by allowing the key players to be part of the change would likely assist with buy in.

        • Ryan Manguson

          I agree Chad. Being inclusive during the change process leads to greater success and buy-in of the change.

        • Jared Yancy

          Well said! When people are included in the change it makes for a better transition. When people are informed of the change, the better understand it.

      • Nicole Oakes

        I agree, many people dislike change so it is important to get them onboard by being transparent.

      • Paul Brignac III

        I certainly agree. I also believe that the sooner you make employees aware of a change that is coming, the better they will respond to it. I think that allowing adequate time for employees to process and prepare will increase their receptiveness to the upcoming change.

        • Miranda Rogers

          I agree all should be informed of upcoming changes and allowed to have a role in the transition.

      • Denise Boudreaux

        I agree that growth is through change. Most employees resist change because they are not well informed about the change or are not part of the decision-making when it comes to change. When possible I think input at all levels should be considered for changes.

    • Nancy Franklin

      I agree that explaining the "why" to employees will go a long way in helping them understand why change is necessary. This is perhaps the biggest hurdle to get over, but once employees understand the "why" they will be far more likely to get on board.

      • Brian Johnson

        I generally agree, but I also realize that people are prone to their daily routine, and don't like change even when it will make their job easier and more effective. We need to create the "buy-in" as part of the change process, this can be accomplished by explaining the "why" and then allowing them to be a part of the process to develop the changes and processes for implementation. Most people will not fight something that they helped developed!!

        • Lt. Richard Paul Oubre

          Brian,
          I agree the why is an important part of getting people to understand the change. The buy in is as important is as important if not more important.

        • Justin Payer

          Brian, I agree that buy in is important. If people believe they are part of the process they are invested to making it work.

      • Frank Acuna

        Nancy, this is probably one of the keys to selling organizational change. Providing the why, explaining it adequately, showing the benefits of the change can eventually lead to increased buy-in.

      • Jennifer Hodgman

        I agree with you, you need to involve officers in the change. They need to be able to see how the change ultimately benefits them.

    • Lt. Mark Lyons

      I agree. Taking a little bit of time up front to discuss the reason for the changes might help ease the situation. Especially if you can get them to see it from your perspective. Sometimes just simply talking with them and letting them say whats on their minds will also help the situation.

    • Eduardo Palomares

      Hello Monte. You are absolutely right. Police officers don’t like change and don’t like being stagnant. The question here is how big is the change? Most changes are not that drastic but are necessary to improve or provide an alternative way of thing the same thing. I agree that change is necessary, especially in law enforcement. If change is communicated and the reason for it, our people are more likely to accept and resist less. In my experience, it was not the change but the fact that officers weren’t asked or told before the intense change took place that made them rebel. If we aren’t transparent about changes, our personnel will make it hard for us and/or sabotage the new program.

    • I definitley agree that people rarely like change. It is often easier for people to stick with what they know and what they are comfortable with. However, we all know that change can be beneficial and especially when working in law enforcement. Things and times are often changing, and we need to make sure we are changing as well. How you go about making changes is a fragile situation though. Explaining and getting buy in from employees is crucial, and as long as they understand the reason and can maybe have input, it will help make it easier.

    • Thoroughly providing the information to all who are effected by the change can help with them be more accepting, and listening to their input may give them some ownership in that change.

      • Michael McLain

        Nash you are correct. We have to have a total "buy In" to allow for the change to be successful.

    • Stephanie Hollinghead

      This is true, no one likes change but change is inevitable and it is better to embrace it with open arms. Communicating the "why" for the change and the process will help those resistant a better understanding of what is happening.

      • Amy Pope

        If people understand the need and are included in the change process, then resistance will drop. Ownership in a new practice will ensure that the informal leaders will be effective as change agents throughout the agency.

    • Deana Hinton

      Monte, I agree completely. Simple conversations with our subordinates will de-mystify the reason for change. By explaining it, resistance to the change is mitigated, buy-in is created and motivation to see the plan succeed is often created. With regular check-ins during the process, leaders will be able to manage obstacles to the change going forward. This is all done with a simple conversation through which we offer respect and understanding through that conveys change is hard and we understand.

    • Jack Gilboy

      The friction that comes with change will be minimal if the leaders better prepare the organization for the change.

      • Jennifer Callaway

        No one likes "surprise" surprises. We should be preparing out people along the way in all aspects of change. If they are taken off guard, their response to the situation may not be the best and could cause the plan to fail.