The assumption that changes are as good as rest is not always taken positively when it is eventually put into practice. Often than not, reorganization is feared and strongly resisted because it brings around disturbances of the status quo, a threat to individuals vested interests in their jobs. Sometimes changes are altered resulting in a loss of effectiveness and an increase in costs. Vehement resistance to cultural, ethical and professional changes as is witnessed in the New Zealand Police Unit.
The top brass in the New Zealand Police though some in subtle ways is up in arms against almost all the accusations leveled against the service. According to Kotter &Schlesinger (2008), today, more and more managers must deal with new government regulations and a changing workforce. Most intentional changes tend to fail, but few tend to be entirely successful. It is a common practice to start implementing changes from the top of organizations (managers) and then down to the lower cadres of the organization.
This is largely to a shared believe that once the desired changes are absolved at the top echelons, then it will be easily implemented down to the subordinate. Peter Marshal in his official position of New Zealand Police Commissioner represents the managerial position in the countries security service providers. Subsequent Commission of Inquiries into New Zealand Police malpractices are thwarted each time by the top security officials.
Reasons behind resisting internal changes
Managers many of times are unease with sweeping changes due to the fear of unknown and being unsure whether they can the desired changes in an effective manner. They understand that changes tend to take long and in the process, the period kills the morale of the recipients. The transitional time has emotional upheavals and consumes a great deal of managerial time. Since the change comes from the outside the establishment, there is always human resistance, and there is a lack of trust from within and misunderstanding. This is due to the reason that there does not already exist comprehensive and thorough knowledge of the implications of the existing structures ( Kotter &Schlesinger, 2008).
Patriarchal self-interests among the people thinking that they may lose a lot of things of value by implementing changes than earlier fore seen; people tend to focus on their personal interests and not for the total interest of the organization. Sometimes this adamancy to change takes a new look at “political” behavior; those at the top understand operational changes may not only affect their finances but can have a devastating effect and eliminate most of the decision- making power as with the case in New Zealand Police Service. Low tolerance for change; people fear to cope with the new implementations, human beings have different limitations in ability, and fear of changing too much too quickly is replicated in hesitation for the reorganization.
Effective Transitional Transformation
In their opinions, Kotter & Schlesinger (2008) recommends some ways to realize meaningful transition: They argue that changes should be gradual and comprehensive not only to those in the leadership position. The entire pro and cons factors should be thoroughly evaluated and analyzed before implementation. Communication through educating those will be affected to enable willing support. Potential resisting staff should be allowed direct participation in the design and implementation to increase grass root support with the necessary expertise to develop effective plans. By providing training skills and emotional support for the necessary adjustments to those made to be affected. Changes touching the influential people find resistance and sometimes negotiations and offers of incentives in return of compliance are necessary. However, where these fails, coercion through threats, loss of promotional opportunities, transfers, and imminent demotions can be applied to effect swift changes, even though it might bring about resentment
Challenges of changing the culture of New Zealand
Male-oriented cultures and attitudes are partly to blame for some of the police officers misconduct. The New Zealand culture appears to be more permissive and gives unfair leeway to the men society as opposed to the females. This is replicated in the indulgence in alcoholic binging of male police officers with relish. A report conducted showed that while most police bars were closed to evade the Commission of Inquiry, there remained unregulated bar at the Police College (New Zealand Police Association, 2010).
An inquiry carried out in New Zealand by an independent body (New Zealand Police Workplace Survey) attested to the fact that certain elements of police culture had compromised investigative ability within itself with impartiality. Apparently, there was overwhelming evidence that unprofessional conduct by some of the officers condoning and turning a blind eye to offences committed by their fellow officers. This was largely due to strong bonding that existed within the police officers arising from a long history of suffering and facing imminent dangers together. A striking example is when the officers are involved in rescue operations such as the earthquakes while ill-equipped. The police complicity is exemplified by O’Connor’s remarks to the effect that- “Anyone who thinks public safety will in some way be improved by the exclusion of ‘the Police culture’ shoes an inherent misunderstanding of what makes a very effective and efficient Police service.” Greg O’Connor was then the President of the New Zealand Police Association (O’Connor, 2011).
In many countries, all the paramilitary security services are partly drilled with military tactics both in combats and interrogations. This brings about major conflicts especially when the police officers are dealing with internal cases involving the growing number of highlighted civilians, aware of the international human rights code of conducts. The police brutality and human disconnect were partial to be connected with the military abrasiveness associated with the valor in which the military overzealously apply in defending their homeland security against external aggressors; this should not be the case with the public. Public service proves more appropriate in accountability and responsible behavior. The service needed a more public openness in its management in dealing with the public. Consistent with the earlier OAG report, the SSC (State Service Commission) report found that- “ while compliance may technically have been achieved, culture change has not” (Controller and Auditor General, 2010).
There were gender apathy and huge discrepancy in the New Zealand Police Service. The male-oriented cultures and attitudes were profound even in the recruitment of the officers in the service despite the women's’ discriminatory thinking; male officers took an upper hand in the management of the police service. Probably this was a deliberate measure to ensure male dominance in the police units by what is described as poisoning the well of police culture in subtle but pernicious way by the long-serving police officers.
The discrete manner in which change projects were carried by the frontline staff in implementing initiatives of Police’s strategic change framework was “highly theoretical and largely incomprehensible to many staff and managers (NZ Police W.S, 2010). A study carried showed the representation of women in New Zealand Police is low compared with Australian jurisdictions. It found that while the numbers of sworn female officers had gradually increased between 2003-03 and 2007-08, New Zealand rated lower than all Australian jurisdictions for the proportion of sworn female officers.
A survey conducted by SSC indicated that of women who were interviewed as part of the study were opposed to affirmative action policies to increase the promotion of female officers aggravating further the already biases that existed among the men already. Further, the Inquiry unearthed inappropriate relationships between male police managers and their female subordinates (Broad, 2010). For a long time, the police were quite independent and rarely answerable to anyone. Implemented changes they felt were conducive to their comfort. There was no office of the Ombudsman for any public scrutiny within the service or an external committee the police would be responsible.
References
Kotter,J & Schlesinger,L.(2008). Choosing strategies for change). Harvard BusinessReview. 130-38
NZ Police Workplace Survey 2010: Report of findings. Retrieved from http://www.police.govt.nz/sites/default/files/nz-police-workplace-survey-2010.pdf
O’Connor, G. (2011). “President’s column – Police culture” Retrieved from http://www.policeassn.org.nz/presidents-column-police-culture
Broad ,H. (2010) “Cultural change a long-term commitment”. Retrieved from https://www.police.govt.nz/blog/2010/06/24/cultural-change-long-term-commitment/24446
Controller and Auditor General. (2010). Response of the New Zealand Police to the commission of inquiry into police conduct: Second monitoring report.
