Managing Change
in Our Prisons
By Carl R. ToersBijns, former
deputy warden, ASPC Eyman, Florence, AZ
The psychology of
“change management” suggests there are four (4) basic conditions are necessary
before employees will change their behaviors:
- Justification for change (reasons and
current events)
- Role modeling and embracement of new
practices (leadership)
- Reinforcing mechanisms to support proposed
change with existing and new resources (support mechanisms)
- Capability improvements e.g. training and
skill abilities to make the desired changes (cultural diversity)
It has been said that
most change programs are prone to failure. It is also said that if one takes
the time to develop a sound concept that is well rounded and balances, a
rational change in environment or operations can happen.
Change must have its
own merits that can stand alone and withstand criticism and opposition to such
a new concept. It is very important not to disregard the most important element
of change management alas human beings involved in the change.
Justification for change (reasons and current
events) – the justification
for change must include:
- Motivation – this change must motivate
your employees as it must bring past shortcomings to the front and detail
how change would turn this around to be most beneficial to the “good of
all” rather than any individual within the organization.
- Turnaround – this action must reflect
short-comings of following standards on prison management and how these
new changes would allow the organization to grow and survive external
criticism [community growth) as well as provide career success
opportunities (paycheck, promotions, benefits) for the workplace.
- Ownership of the change – When we choose
for ourselves, we are far more committed to the outcome and should be
important for management to accept this for maximum impact of the proposed
change.
- Creating positive energy – take an
approach that deflects blame and wrongful performance but rather embraces
positive designs with a positive destiny and allow employees to take the
risks of leaving the past behind with aspirations of gaining something
more than they currently have.
Role modeling and embracement of new practices
(leadership) - Leaders believe mistakenly that they already “are the change.”
- Commit yourself to personally role
modeling the desired behaviors
- Change in behavior and role modeling
should be based on external factors and not those within themselves. Being
what others want to be or see is more effective than what you want to see.
Reinforcing mechanisms to support proposed
change with existing and new resources (support mechanisms) –
- Emphasize the importance of reinforcing
and embedding desired outcome or changes in the organizational structure,
systems, goals and objectives, and incentives. Incentives can be anything
that includes money or better salaries, job survival and prolonged
durations of successful delivery of benefits and performance motivational
logic.
- Competition can be used as a motivator but
be careful as particular care should be taken where changes affect how
employees interact with one another within the organization creating
fragmentation rather than unification.
Capability improvements e.g. training and skill
abilities to make the desired changes (cultural diversity) –
Change-management outlines
should emphasize the importance of building the skills and talent needed for
the desired change.
- Managers attempt to drive performance by
changing the way employees behave; they all too often neglect the
thoughts, feelings, and beliefs that, in turn, drive behavior in the wrong
direction causing failures.
- Good skill-building programs usually take
into account that people learn better by doing than by listening. These
programs are replete with interactive simulations and role plays, and
commitments are made by participants regarding what they will “practice”
back in the workplace.
- Make enhancements to traditional training
approaches in order to hardwire day-to-day practice into capability-building
processes.
- Training should not be a one-off event. It
should be ongoing with a “field and forum” approach should be taken, in
which classroom training is spread over a series of learning forums and
fieldwork is assigned in between.
- Create real fieldwork assignments that link
directly to the day jobs of participants, requiring them to put into
practice new mind-sets and skills in ways that are hardwired into their
responsibilities.
- Assignments should have quantifiable,
outcome-based measures that indicate levels of competence gained and
certification that recognizes and rewards the skills attained.
- These fieldwork assignments must be
observed and evaluated by supervisors to allow growth and self-development
based on feedback by those in the field.
Good intentions aren’t
enough. This lack of follow-through from the tip of management to the lowest
point in the workforce is usually not due to ill intent: it is because nothing
formal has been done to lower the barriers to practicing new concepts, new
behaviors and new skills.
The time and energy
required to do something additional, or even to do something in a new way,
simply don’t exist in the busy day-to-day schedules of most employees but
should be included as part of the overall commitment to excellence it is this failure
to create the space for practice back in the workplace dooms most training
programs to deliver returns that are far below their potential or expectations.
Source:
https://www.mckinseyquarterly.com
No comments:
Post a Comment