Paper Example on Communicating Change Management to Members of the Policing Agency

Introduction

One of the major challenges in the process of change management is the misconception that good communication will necessarily result into smooth and effective change process. It is imperative to note that good communication is essential, but it is better to customize the message to suit specific segments within the policing departments. In this regard, it is important to tailor the message for specific stakeholders (Wolfe & Nix, 2016). A general message will not achieve the intended objective. In most situations, the law enforcement community tends to have similar concerns and challenges. However, the failure to address certain, specific expectations, and concerns of various districts, divisions, and bureaus will definitely be an obstacle to the process of change. Moreover, the initiators of change should frame it as telling and listening endeavor. The leadership should play an active role in floating their ideas as well as listening to the opinions and views of different officers throughout the departments. Active listening gives the officers the opportunity of airing their views. Additionally, the leadership or the officials will acquire instant feedback on the process of change. Finally, active engagement of the members of the law enforcement helps in the identification of communication channels and in the process engages the officers.

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Communication and Application of Change Management within the Community

The policing community often experience change posed by new technology, compliance initiatives, process updates, service improvements, and reorganization. A consistent and well-thought change process will certainly help in minimizing the impact it has on the staff and the community. The first step for effective change management is to identify what to improve. It is worth noting that change normally affects a product, a process, or an outcome. For example, within the policing community the aim may be to improve the relationship quality between the officers and the members of the community that falls within a specified jurisdiction. Therefore, the officials or the change leaders should identify the resources and persons to facilitate the process (Meijer & Torenvlied, 2016). Taking note on what to change has the propensity of creating a solid foundation and ensuring successful implementation.

The next step is to present a solid case to all the stakeholders that include the staff, the leadership, and members of the public. The upper management has the final say on the resources or the finances necessary for the successful implementation of the change process. People have different experiences and expectations meaning that there should be intensive persuasion and lobbying across the spectrum. Various constituents require a different framework, which means the plan should rely on communication, patience, and ample timing (Wolfe & Nix, 2016). Closely related to that is the fact that the process requires sound planning to actualize. Planning involves outlining clear steps that bear measurable targets, analysis, and incentives. The strategy is always to avoid shortcuts and practice absolute patience. The next step is to provide resources and then use data collected for evaluation purposes. The resource identification and subsequent allocation is necessary and may include equipment, software systems, and infrastructure. Additionally, rethinking priorities, re-education, and retraining require deserved consideration.

Communication forms and integral part of the change management process. The processes of identification, on boarding, planning, and the successful execution of change management are eerily dependent on proper and good communication. There is need to master the sociological and the psychological realities associated with the policing communities to ensure that the communication process is smooth and relevant. It is important to have an understanding of the territories, pecking orders, and the culture within the policing community to tailor the communication process accordingly. The channels of communication should be clear and open throughout the process to disseminate information and receive the necessary feedback. Two-way communication and transparency are essential structures that allow venting of frustrations, applaud beneficial strategies, and change what is seemingly not working.

Communication of Change Management Techniques and Concepts

Communicating change management within the police department or setting is not easy. Introducing new procedures, policies, and technology is not easy since most law enforcers are resistant to change. Such is understandable since police officers work in an unstable, volatile environment in which the unexpected is usually the norm. Towards this end, the officers depend on established practices and sense of stability within the agency's managerial and operational philosophies to execute their duties (Meijer & Torenvlied, 2016). The status quo provides a deep sense of stability and comfort, meaning that it instigates a cultural resistance to change. Therefore, police officers have a natural predisposition that makes them exceedingly resistant to change. It is important to note that the main element of successful change implementation process is not the issue in question or the solution proposed by the management but rather culture of the organization that determines the degree of resistance one is likely to encounter when promoting and managing change. The underlying assumptions and the shared values within the law enforcement make it quite difficult to initiate, maintain, communicate, and execute the process of change.

References

Meijer, A. J., & Torenvlied, R. (2016). Social media and the new organization of government communications: An empirical analysis of Twitter usage by the Dutch police. The American Review of Public Administration, 46(2), 143-161.

Wolfe, S. E., & Nix, J. (2016). The alleged "Ferguson Effect" and police willingness to engage in community partnership. Law and human behavior, 40(1), 1-17.