Planning according to the class notes (Dr. Smith, Module 5) and Stojkovic et al (2008) is a general application of the notion of planned change. Planned change is made up of a number of behaviors intended to alter individuals, groups, and organization structure and practice (Stojkovic et al, 2008). Although there are several elements of a planned change four of them include innovation and accepting problems, overcoming organizational decision making routines, looking to the future, and continues commitment.
First planned change mandates improvement and acknowledges troubles as prospects to pursue real development in an agency’s performance. However, Warren (1997) points out that planned change is not an inactive reaction to organizational climate stress or minimal attempt to decrease organizational strains (Stojovic et al, 2008). Nevertheless, this type of effort is what is usually seen throughout criminal justice agencies. For example, correction facilities are well known for changing titles like guards to corrections officers, convicts to inmates and so on (Stojkovic et al, 2008). To avoid this passive type of change there needs to be a more proactive change implemented in the agency. For example, several law enforcement agencies have put into practice a program called Compstat that requires command staff to study patterns of crime, set calculable objectives to decrease crime, and build up plans to decrease crime in the studied areas (Stojkovic et al, 2008).
The second element is overcoming organizational decision making routines. These routines for example, include the garbage can solution which states that individuals in an organization have “favorite solutions” already preconceived that are waiting for problems to erupt (Stojkovic et al, 2008). Once these problems come to surface these individuals will put forward their particular solution. These solutions usually include their own agendas. It is clear why this type of decision making routine must be overcome in order to see change, because a true solution will not be implemented.
The third element of planned change is, looking to the future. This concept requires the skill to calculate apparent incidents and unintentional consequences of anticipated change instead of becoming accustomed to immediate demands and problems (Stojkovic et al, 2008). To overcome these bad organizational habits leadership and vision is required. For example, if a supervisor does not see organizational conflict at the beginning stages and deals with it, it can erupt and demise the relationship between personnel with no possible way of rectifying the situation (Stojkovic et al, 2008).
The last type element of planned change is continues commitment. This element is needed to assure the long term health of the organization. For example, when a problem exists in the organization it must be examined broadly and the type of problem must be identified. Once the problem is understood then solutions...