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Running head: ARTIFACT SUMMARIES 1

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Artifact Summary 8: OL 645

Jen Miles

Saint Mary’s University of Minnesota

ARTIFACT SUMMARIES 2

Artifact Summary 8: OL 645

OL 645- Organizational Change and Development’s week eight assignment, “The

Organizational Analysis Plan” provided an opening to: identify obstacles to change and develop

strategies to address those obstacles; distinguish between strategies for changing individuals and

changing organizations; and propose and evaluate goals and measures of success for change

as indicated in OL 645 course objective five, six and seven (“Saint Mary’s University”, 2015).

This artifact helped to integrate and apply the learned analytical principles and skills to make

complex strategic decisions by weighing evidence against relevant criteria and applying

techniques and skills of creative and analytical thinking as indicated in Organizational

Leadership outcome two (“Saint Mary’s University”, 2015). The reason this artifact was chosen

is because it demonstrates the application of strategic decision-making and the principles that

help to guide those decisions.

The individual, organization, and global community can benefit from the application of

the principle ideas used to develop and compose the plan. Numerous theories were analyzed for

the development of the plan and a number of obstacles were identified. Some challenges were

an individual’s concern to matter within the organization and in general, community concerns of

change sustainability, and even larger concerns that may impact the global community. This

artifact analyzes various theories and applies the most effective ones to the individual,

organization, and community.


References

Saint Mary’s University of Minnesota. (2015, March). 2013-2015 catalog and student handbook,

Organizational Leadership, M.A. Retrieved from

http://catalog.smumn.edu/preview_program.php?catoid=17&poid=1710&returnto=1041


Organizational Change Analysis Plan

Jennifer Miles

Saint Mary's University of Minnesota

School of Graduate and Professional Studies

OL 645 Organization Change and Development

Jeffrey Eng

December 10, 2014


Organizational Change Analysis Plan

The Issue

From within the following mission, the issue of leadership is directly addressed as part of

the foundation of the agency. The problem arises with the follow through or the way the mission

is displayed and carried out within specific areas of the agency. “The Any County Sheriff’s

Office (ACSO) is dedicated to the safety and protection of the citizens and businesses within our

boundaries. We are committed to the task of keeping our courts and correctional system secure

and our service is built on integrity, respect, vision, and leadership” (Any County, Michigan,

2014, para. 1). The teaching of leadership principles and ideas is something that must start at the

beginning of a person’s career, especially law enforcement and must be reiterated, reinforced,

and reviewed throughout the course of one’s career to make sure the individual and the

organization stays on track.

Intended Changes and Proposed Goals

The change that occurred when two separate units – law enforcement group and

correctional and court services group- were established and dedicated training unit with

personnel to address the needs of both groups was developed. It seems that the intended change

was to give additional guidance and leadership to the correctional and court services group, as

well as the law enforcement group; however no actual goals were established or communicated.

The structural change was very successful: although the impact on the mission and any

additional changes has not yet been realized, accomplished, or communicated fully to the

organization. The lack of communication is the biggest hindrance of the agency and any goal

that may have been intended by the structural change within the agency. Although, the structure


of the ACSO is similar to any other sheriff’s office, the size of the agency seems to play a role in

the slow or complete lack of communication from the top down or bottom up.

Current Change Process

The current change process for the agency is addressing the training needs of both the

correctional and court services group and law enforcement group by having specific people and

funds to address the training needs. Funding is a large determination of whether training is

approved, regardless of which group submits for training. Change in the training unit is a slow

process and is directly supported by funding from outside the agency such as federal or state

supplements, and some internal revenues such as jail housing fee (collected from every person

who is incarcerated) and forfeiture funds. Although the department is tasked with the collection

of the housing fee and forfeiture funds these two areas are still governed by federal and state

laws.

Additionally, the training unit has revamped the field, corrections, and communications

training programs to allowed for more accountability within program itself, as well as support by

the training unit on the decisions made by instructors. The continuation of the corrections

academy (Miles, 2014, p. 6-7), paid police academy attendance and equipment are additional

items that are supported by the structural change but do not fully address the leadership element

of the mission.

Current Strategies to change – Individuals and Organization

Because there are no communicated strategies to change on an individual or

organizational level, this paper will serve as a guide to change. According to Lewin’s unfreeze-

change-refreeze model of change (MindTools, 2014, "Lewin’s Model," 2014, Jones, 2013, p.

292), communication is the first step and is utilized throughout the entire process.


Communicating the need for the change is vitally important when addressing an organization,

such as the ACSO, because things have been done a certain way for a very long time. Taking the

first step in Lewin’s model and unfreezing the status quo by communicating the need to change,

the resistance that will follow can be addressed more effectively. After communicating the need

for the change and advising what the change will be, the agency can begin to move into the

second stage- actual change. The ACSO has a mission statement that is built on four key

elements. Leadership is the final word and thought that is expressed when hearing or saying the

mission. Adding a mentor program to enhance, grow, and cultivate leadership within the agency

would allow the department to utilize the successful structural change that was made and create

new inside channels of growth and commitment to the agency.

Strategies used to Overcome Obstacles

The strategies used to overcome obstacles would be more easily defined by first

identifying some of the major obstacles of implementing the change. Communication; doing

things for the sake of doing them- tradition or nostalgia purposes; budget and contract issues;

egos and the “good ole boys club” mentality; and adjusting to any new developing laws or rules

that are just a few of the obstacles that exist within the ACSO. Some of these obstacles can only

be addressed as an issue may arise, such as changing laws or rules; while other obstacles must be

immediately addressed to unfreeze the current situation. Communication through the chain of

command is somewhat like the telephone game. Each person who hears the projected change

communicates his or her version of what they heard. Communication will be the key to

overcoming the obstacles but is also an obstacle itself. The Sheriff will need to communicate the

change to his commanders so that the message is properly sent through the chain of command,

along with conveying acceptable behaviors through words and actions. With regards to the


contract and budget, all parties involved would need to sit down and communicate the need for

the change, what monetary changes would be involved and then effectively share the information

with his or her respective groups (such as deputy union with deputies, commander union with

commanders and the county with their finance department).

The need for a mentor program is greater than just leadership. A mentor program could

potentially lead to less lawsuits resulting in less liability for the ACSO, its members, and the

county. Additionally, a mentor program would allow for knowledge of the past to be given to

the future leaders and followers of the department without having to repeat mistakes or reinvent

the wheel. Communicating the need for the program is more than just talking about its

importance but also “walking the walk and talking the talk.” The mission is based on “…

integrity, respect, vision, and leadership” which should be key behaviors and characteristics of

any law enforcement professional.

Methods to Measure Successful Change

Methods that could be used to measure the successful implementation of a mentor

program would be surveys of new hires, newly promoted, and retiring or exiting personnel,

additionally feedback such as performance evaluation changes, comparisons with same time

periods as to the number of lawsuits, written and verbal complaints by the public and internal

feedback such as comparisons of how many people are applying for promotions, special units or

transfers as compared to a similar time period in previous years. The training unit and in house

computer programs already track much of this information, however there is no accountability

yet established to follow through with the information. Morale surveys conducted would also

allow for an accurate measure of the change and to gage the effectiveness of the program.

Additional Recommendations


The structural change that occurred several years ago was a successful change that

affected everyone in the agency but there was no follow through to see that the change was

sustained. “Maintaining the status quo or undergoing enterprise-wide reengineering are not

healthy options. To be sustainable, organizational change must be an evolutionary process

involving process improvement and redesign” (Phalpher, 1999, p. 49). Although, this was stated

in regards to engineering, the idea fits with any organizations change. The structural change was

sustained however the intent behind the change may not have been. The attitude, morale, and

employee satisfaction with the agency, I would argue is right back to where it was prior to the

change or is worse because of employees’ expectations and disappointments.

“In a lean transformation, paying close attention to mindsets can make the difference

between achieving quick wins that fade over time and capturing the long-term value of

continuous improvement” (Aiken, Galper, & Keller, 2011, p. 46). By addressing the structural

change success and also acknowledging the failure to follow through with any additional

changes, the Sheriff can address his intent behind the original change, as well as the need to

implement a mentor program. It is important to understand and realize that any change that

occurs within the agency, anyone affect will take it personally. “People need to feel that change

matters” (Aiken et al., 2011, p. 47) and the idea is prominent within law enforcement and the

officers who chose the profession. Every part of the job is personal. Addressing the personal

side of the change and helping everyone to see “the what is in it for me,” will allow for

movement into the third phase of Lewin’s theory-refreeze. Unfreeze the past through

communication, implement the actual program with walking the walk, and then refreeze the

change with follow up surveys, open lines of communication and addressing the personal side of

the change with the agency.


Proposed Change Outline- Mentoring Program in support of the Successful Structural Change

UNFREEZE- Change the status quo / positively affect morale/ build internal leaders Communicate the mission of the agency and a mentor program potential impact Communicate the need to build leadership from within the agency Communicate what is and is not currently working Conduct morale studies and communicate the results Conduct and communicate entrance and exit surveys- expectations as compared to results Hold and open forum to communicate concerns from ALL levels of the agency Provide an anonymous outlet for concerns to be aired for those not willing to speak in the

open Communicate intent of the program and find interested parties for participation Communicate intent behind participation (voluntary or non-voluntary) Address compensation concerns that may be expressed Address concerns for going against the status quo or challenging “good ole boys club”

mentality that exists Set a time frame to discuss concerns and a date of intended implementation

CHANGE- Implement the Mentor program into the training unit Obtain mentors at every level of the organization- look first to current trainers and FTO’s Begin with the new hires and newly promoted- mentors and tentative schedule-

assignment or choice Use the training unit for any support needed to accommodate meetings or communication

for the mentor and mentee Express expectations of both the mentor and mentee- Example: 1 meeting a month,

periodic evaluations with senior mentor (a rank above the mentor) Once a new hire or promoted employee is off training – have a meeting to evaluate needs

to both the mentor and mentee Once off probation- (1 year for new hires, 6 months for promotions) repeat above step Upon evaluations repeat above steps to allow for any concerns that are missed during the

evaluation or by the mentor/mentees


Utilize supplement Performance Feedback Discussion forms – beginning of program and during subsequent meetings

Performance Feedback Discussion

Core Agency Values- In regards to your current position

Integrity Primary responsibility

How are you doing?How do you display integrity?What concerns regarding integrity do you have?

Respect (give examples)Toward the publicToward commandToward peersToward subordinatesRoom for improvement

VisionFor the organization currentlyFor the organization over the next yearFor your current position currentlyFor your current position over the next yearFor your future in the department in 5 years

“An organization needs to anticipate future standards, and individuals need to be assessed and developed against those future standards” (Silzer & Dowell, 2010, Lesson two: Make Talent Judgments Based on Standards Drawn from Strategic Plans section, para. 1)

Leadership Your leadership styleHow leadership can help you reach your goals.What is your #1 expectation of leadership?How can you help yourself?

What are 3 major contributions to your current position over the past year?

What are 3 areas for improvement in your current position that you can accomplish before next evaluation?

What can be done to assist you in accomplishing these goals?

What role does your direct line supervisor/leader play in your success? (Miles, 2014, p. 3-4)

REFREEZE- Sustain the change - Succession Planning with Leadership & Mentors Intertwine the new mentor program into the current field, corrections, corrections and

communications training programs that are utilized Have mentors at each level supplement in-service training currently conducted quarterly

in the agency with all personnel Allow for open lines of communication between all employees, the training unit, and

mentor program support personnel- accept and utilize the feedback Allow for anonymous communication to occur- to support feedback for the program Have quarterly mentor meetings to allow for feedback and possible changes that would

need to be communicated in the program Supplement the training program with mentor feedback from mentees- create specific

training opportunities and guidelines based on this feedback Bi-annual written communication regarding the mentor program- (email or newsletter

explaining any changes or upcoming training provided by the program) Follow up and through w/ exit interviews conducted on personnel leaving the department

References


Aiken, C., Galper, D., & Keller, S. (2011). Winning hearts and minds: The secrets of sustaining

change. Lean Management: New frontiers for financial institutions, 46-54. Retrieved

from

http://www.mckinsey.com/app_media/reports/financial_services/mcklean_winning.pdf

Bacal, R. (2014). Managing change- Step by step change implementation for change leaders.

Retrieved from http://work911.com/managingchange/stepbystepchange.htm

Jones, G. R. (2013). Organizational theory, design, and change (7th ed.). [Kindle]. Retrieved

from Amazon.com

Lewin’s change management model. (2014). Retrieved from

http://www.mindtools.com/pages/article/newPPM_94.htm

Miles, J. (2014). Organizational Systems Analysis. Unpublished manuscript.

Miles, J. (2014). The performance appraisal process. Unpublished manuscript.

MindTools. (2014, March 5). Lewin’s Change Management Model: Kurt Lewin’s unfreeze

-change-refreeze theory [Video file]. Retrieved from https://www.youtube.com/watch?

v=uhrbO7lrHro

Normandin, B. (2012). Three types of change management models. Retrieved from

http://quickbase.intuit.com/blog/2012/08/28/three-types-of-change-management-models/

Any County, Michigan. (2014). www.anygov.com/sheriff/pages/default.aspx

Phalpher, R. (1999). Sustaining organizational change. Engineering Dimensions, 49-51.

Retrieved from http://www.peo.on.ca/index.php/ci_id/20846/la_id/1.htm

Silzer, R., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership

imperative. [Kindle]. Retrieved from Amazon.com

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