Police Organizational Change after Implementing Crime Analysis and Evidence-Based Strategies through Stratified Policing

2017 ◽  
Vol 12 (3) ◽  
pp. 288-302 ◽  
Author(s):  
Roberto G Santos
Keyword(s):  
Organizational Change ◽  
Crime Analysis ◽  
Evidence Based

Organizational Change for the Human Services

2021 ◽  
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Change Process ◽  
Team Building ◽  
Change Leadership ◽  
Service Organizations ◽  
Evidence Based ◽  
Case Examples ◽  
Arc Model ◽  
Organizational Culture Change

This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.

Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

2019 ◽  
pp. 140-154 ◽  
Author(s):  
Maria Cseh ◽  
Beatriz Coningham
Keyword(s):  
Organizational Change ◽  
National Culture ◽  
Complexity Theory ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Evidence Based ◽  
Cultural Environment ◽  
Change Initiatives ◽  
External Consultants ◽  
Culturally Informed

In this chapter, the authors apply the lens of complexity theory to explore evidence-based organizational change and development (EBOCD) in global contexts with external OCD consultants working with organizations located in a national culture other than their own. The authors' research and experience leads them to believe that, while OCD is practiced within the complexity of organizations, the addition of cross-cultural dimensions significantly exacerbate the contradictions and paradoxes OCD practitioners need to manage, making change initiatives and their results more unpredictable. The authors highlight the experiences of global OCD external consultants to illustrate this added complexity and discuss how practitioners should apply evidence in a complex, cross-cultural environment.

Investigating the Role of Data-Driven Decision-Making Within School Improvement Processes

2021 ◽  
pp. 1707-1725
Author(s):  
Venesser Fernandes
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
School Improvement ◽  
Critical Role ◽  
Data Driven ◽  
Evidence Based ◽  
Data Driven Decision Making ◽  
Continuous School Improvement ◽  
Decision Making Processes

This chapter provides a detailed literature review exploring the importance of data-driven decision-making processes in current Australian school improvement processes within a context of evidence-based organizational change and development. An investigation into the concept of decision-making and its effect on organizational culture is conducted as change and development are considered to be the new constants in the current discourse around continuous school improvement in schools. In a close examination of literature, this chapter investigates how key factors such as collaboration, communication, and organizational trust are achieved through data-driven decision-making within continuous school improvement processes. The critical role of leadership in sustaining data cultures is also examined for its direct impact on continuous school improvement processes based on evidence-based organizational change and development practices. Future implications of data-driven decision-making to sustain continuous school improvement and accountability processes in Australian schools are discussed.

Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Evidence-Based Organizational Change and Development

2016 ◽  
pp. 120-142 ◽  
Author(s):  
Robert G Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Line Managers ◽  
Case Examples ◽  
Managing Change ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process issues of managing change, and the value of using theory and results of rigorous internal research in a very conscious and focused way to inform, shape, and evaluate their own change agency practice. After discussing why so many OCD programs fail, the author argues that ‘evidence-based management' and ‘evidence-based HRD', coupled with HRD's understanding of and alignment with the strategic thrust of the business, will likely lead to more effective OCD initiatives and programs. Several case examples of evidence-based OCD from the United Kingdom are presented, and the merits of ‘design science', ‘professional partnership research' and ‘replication research' are discussed.

Challenges and Opportunities

2021 ◽  
pp. 17-33
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Human Service ◽  
Service Organizations ◽  
Board Members ◽  
Evidence Based ◽  
Racial Justice ◽  
Technical Aspects ◽  
Organizational Goals ◽  
Staff Members ◽  
Challenges And Opportunities

Human service organizations are faced with environments of volatility, uncertainty, complexity, and ambiguity. The COVID-19 pandemic, other healthcare challenges, expectations for evidence-based practice usage, and racial justice are vivid examples. Clients and communities deserve effective services delivered by competent, compassionate, and committed staff members. Taxpayers, donors, philanthropists, policymakers, and board members deserve to have their contributions used to deliver programs that are effective and efficient. All these forces create demands and opportunities for organizational change. Planned organizational change can happen at the level of a program, a division, or an entire organization. Administrators and other staff will need complementary skills in leading and managing organizational change. Staff deserve opportunities to have their unique competencies used to achieve organizational goals. Organizational change involves leading and mobilizing staff to address problems, needs, or opportunities facing the organization by using change processes that involve both human and technical aspects of the organization.

Organizational Change Strategies for Evidence-Based Practice

2007 ◽  
Vol 37 (12) ◽  
pp. 552-557 ◽  
Author(s):  
Robin P. Newhouse ◽  
Sandi Dearholt ◽  
Stephanie Poe ◽  
Linda C. Pugh ◽  
Kathleen M. White
Keyword(s):  
Organizational Change ◽  
Evidence Based Practice ◽  
Evidence Based ◽  
Change Strategies

Limitations and Optimizing Applications of Evidence in Evidence-Based Practices in Organizational Change and Development

2019 ◽  
pp. 713-723
Author(s):  
Gary N. McLean ◽  
Sehoon Kim
Keyword(s):  
Organizational Change ◽  
Best Practice ◽  
Evidence Based Practice ◽  
Evidence Based ◽  
Evidence Based Practices ◽  
Business People

The purpose of this chapter is to offer an overview of evidence-based practice's (EBP) limitations and applications in identifying evidence in OCD. While the concept of EBP is growing rapidly in many fields, there are problems with such an approach. Best practice is a widely used term in business that does not take into account questions like, Best for whom? Where? When? In what organization? In what context? Such questions may be more applicable to some modes of research than others, though business people and OCD professionals may be even less convinced by some modes than others. This chapter explores the limitations of identifying evidence while at the same time identifying ways to apply evidence in spite of its limitations. Accepting the resulting ambiguity will enable practitioners to find value in evidence-based practice.

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