Police reforms implementation is a part of change management. The Los Angeles Police Department (LAPD) set in motion reforms by means of experiments ever since the police crises sequel to Rodney King episode in 1991 and Rampart police corruption scandal in 1999 though the measures were not voluntary but court directed pursuant to the “consent decree” accepted by the city government with an undertaking to adopt reform measures. Surveys conducted in the last one decade up to 2009 reveal that LAPD has changed largely in the previous eight years especially during the last five years of the period. There is a perception of public satisfaction evidenced by 83 % of the LA residents vouching for the good job of the police especially because the LAPD has desisted from using serious force since 2004. The survey adds that enforcement activity of the police has improved substantially both in terms of quality and quantity (Stone, Foglesong, & Cole, 2009).
In terms of quantity, both pedestrian stops and motor vehicle stops have doubled since 2002 as also arrests. Quality is also evident from the felony charges being filed by the District Attorney. Serious crime also has come down. Respondents in the survey have reported that LAPD police now respects people’s rights and it acts within law. The officer tracking system called TEAMS compels the supervisors to watch the officers that attract more civilian complaints and those using force more frequently than their fellow officers. The survey report says that changes found are due to the strong police leadership and strong police oversight (Stone, Foglesong, & Cole, 2009).
The strong leadership commitment, one of the principles of change management, is evident from the then Chief of Police William Bratton’s message communicating to his staff-force several initiatives coming from the Board of Police Commissioners. The Police Chief acknowledges the transition every one of the LAPD has made and the reputation all the officers collectively brought to LAPD. “Communicate, communicate and communicate” as one of the principles of change management is evident from the message the chief conveys to his workforce about the newly introduced complaints process that gives equitable solution for the officers while at the same time provides for accountability to the community, among various other measures as part of his regular communication, the hallmark of change management (Bratton, 2003), (Lynco.com, n.d.).
In the most recent July-2012-message of the Chief of Police, Charlie Beck reminds the LAPD about the importance of keeping the windows open during their patrols for constantly scanning the surroundings so as not to miss the inherent dangers and importance of avoiding distraction on their smartphones from the messages of their loved ones and non-work related voice mails. The message also speaks about the ongoing dialogue with the unions regarding the merging of the Office of Public Safety’s General Services Police (GSP) with the LAPD that would result in newer responsibilities (Beck, 2012).
This is yet another evidence of constant the motivation and keeping the unions informed as part of change management process. Change Management process involves conflicting situations faced by the staff. LAPD gives tips on managing conflict. It recommends active listening without just listening to the words alone, by going beyond the words instead of thinking what to say next. Arbitration is suggested as a method of avoiding conflicts by complying with what the neutral person says (LPAD, n.d. ). Myers states that it is quite difficult to effect changes without a visible and actual commitment and funding by the top management. The required change should be shown as a priority on par with others (Myers, n.d.). The regular messages of the LAPD’s journal Beat are ample evidence to that effect.
References
Beck, C. (2012). Chief’s message. The Beat , LVIII (7-9) (no page no)
Bratton, J. W. (2003). Chief’s Message. Los Angeles Police Beat , XLIX (3). (no page no)
Making Peace- Tips on Managing Conflict. n.d. Web.
Twelve Principles For Managing Change. n.d. Web.
Myers, K. (n.d.). Change in Public Safety Organizations : Its a Cultural Thing. Web.
Stone, C., Foglesong, T., & Cole, C. M. (2009). Policing Loss Angeless Under a Consent Decree : The Dynamics of Change at the LAPD. MA: Harvard Kennedy School.