Change Management

Change is continually required in modern organisations, including all aspects of Corrections and the Criminal Justice System.  Few change initiatives realise the value promised by their authors because they are seldom fully implemented without re-design because of local resistance.  In actual fact nobody is resistant to change if they are part of designing it, and almost everyone is resistant to change when it is done to them.  Herein lies the problem – change generally originates with the Executive, and is agreed with Senior Management, and done to the lower levels of management who are rarely included in the decision-making process.  Meanwhile, they often have the harder part of the change initiative.  It is easier to design change than to implement it, and Middle Managers have to make it work, whether or not their needs, interests and constraints have been taken into account.  The key is the Dialogue principle of engaging everyone (or representatives of everyone) who is affected by the change.  Change affects each level and area differently, and that needs to be taken into account intelligently in the design and implementation processes.  Everyone will have their say at some time, and if you are doing change to them they will sound a lot less happy then if you are doing change with them.  To work with them and the different interests, needs and constraints they experience will require good Dialogue.

Listen to the Video - Recalling Dialogue work at HMP Dorchester