Introduction
One of the contemporary issues I have observed as a criminal justice officer in my field is the release of offenders from prison without giving them enough support to avoid recidivism. The criminal justice system requires a practical approach that can reduce recidivism. There is a persistently high recidivism rate for specific subsets of ex-offenders.
Many serial offenders struggle to reform and rejoin society even after several stints behind bars. The social integration problems of criminals cannot be solved by sending them to prison. Lack of post-release supervision and support can cause offenders who benefited from excellent prison programs while confined to regress. As a result, successful programs to reduce crime at both the local and national levels should emphasize the rehabilitation and initial integration of former offenders.
Change Process Strategy
I would propose the implementation of cognitive-behavioral therapy (CBT) in criminal justice organizations to address this issue. The framework can decrease recidivism in both adolescent and adult offenders. The therapy operates under the premise that anyone may raise awareness of their thought patterns and actions and subsequently alter those patterns for the better (Hornsveld et al., 2019). The accumulation of life’s experiences shapes and motivates one’s mental processes and, in turn, one’s actions.
It is also possible for one’s mind to get skewed and not accurately represent the world around them. The framework provides solutions to various criminal behavior-related problems and can be successfully applied in institutional and community-based criminal justice settings. For instance, offenders participating in CBT programs report considerable improvements in means-ends problem solving, moral reasoning, cognitive style, and belief in one’s capacity for change.
Change Resistance and Communication
The proposed change would face resistance due to communication barriers in the organization. Communication might be more difficult in hierarchically structured companies than in flat ones. I would encourage a flat structure that supports the two-way flow of information, the constant encouragement of upward communication, and the ease with which initiatives can reach their intended audiences.
Another obstacle the new initiative lacks is a clear organizational vision. The communication barrier can be significantly lowered if staff members receive orientation concerning institution objectives, policies, procedures, programs, and authority relationships. The company’s vision, purpose, objectives, and targets must also be explained to staff; if required, they must be involved in their development.
Employee engagement is increased by such involvement, and openness informs workers. Disregarding this component might result in conflict and hurdles within the organization (Jafari et al., 2020). I will ensure that everyone in the organization shares the same values. When employees believe in and uphold the same values, standards, and attitudes, everyone can work together more effectively.
Poor working relations may also obstruct the organization’s communication. A project may suffer from poor team communication due to a breakdown in working relationships. Some types of communication problems are sporadic, while others are more persistent. Communication issues can arise when a project has a short timeline. Ironically, this is precisely when clear and concise expression is essential.
Better communication and understanding between workers lead to greater cooperation and teamwork inside organizations (Haumer et al., 2021). As a result, employees gain confidence in their superiors, and power dynamics improve. This requires leaders to treat their employees with the respect they deserve. In such a setting, managers can open up to one another and their networks, allowing for genuine two-way dialogue. Building a solid communication infrastructure is another approach to breaking through the wall of silence.
Sometimes, a lack of trust causes a stumbling block in an organization when dealing with a new change. Employees may hesitate to speak up because they fear the consequences of being wrong, creating more barriers. Ideas like reducing recidivism would only thrive in a setting where mistakes are tolerated.
The firm should implement a straightforward evaluation procedure to ensure all employees are held to the same standards. As the leader, I should also stress that they will not face consequences if they express their opinions. Furthermore, I will emphasize the value of open dialogue, as communication must go beyond small talk amongst coworkers to avoid barriers.
Effective Management
Effective organizational management strategies must be implemented to assess the changes after implementation. Clear and consistent communication may help stakeholders better understand the rationale behind changes. The key to good communication is offering a justification for the importance of the project, making this approach to explaining the why, what, and so what of change more easily consumable. Stakeholders are less inclined to oppose it when widespread support for the company’s new course of action exists.
The process of implementing change will have its ups and downs. The manager should take advantage of and actively manage these moments. The leaders should use the high points of transformation to celebrate victories and keep momentum. They should refocus on communication during bad moments by listening to employee feedback and gaining buy-in.
Another way to effectively manage and evaluate the change is by detecting resistance. Reluctance to adapt to new circumstances stunts an initiative’s growth. Resistance can easily be combated if it is identified early (Hussain et al., 2018). I will look for signs of opposition to change, such as inactivity, delay, information concealment, and rumor propagation.
Clear channels of communication are essential for locating sources of resistance. Feedback loops with employees, such as surveys, feedback channels, and input sessions, allow for rapid and effective responses to any signs of resistance. Change is essential to the growth and development of every organization, and people are at the heart of change.
Successfully managing organizational transformation also requires open lines of communication. A transformation plan is only as effective as how it is communicated. Effective change management communication explains the necessity of the change and motivates the workforce to act quickly. When businesses have trouble communicating, they struggle to effect change.
In change management, communication is a continuous process, not a one-time event (Stouten et al., 2018). It calls for dedication, precision, and constancy. It needs to encourage workers’ participation through two-way communication channels like surveys, focus groups, and informal feedback gathering.
Employee morale is boosted when executives include them in decisions. Employees are more inclined to accept change and pitch in to make it happen if they believe their contributions are appreciated. The promotion of two-way communication can avoid potential barriers to change. Organizations can respond to and overcome difficulties that generate change resistance if they are aware of and prepared for them.
Conclusion
Conclusively, implementing a cognitive-behavioral therapy program effectively reduces recidivism rates and increases public safety. The implementation calls for effective communication channels and all involvement of all stakeholders’ decision-making processes. It also calls for strong leadership to foresee effective change management. Criminal justice organizations can improve the outcomes of probation and parole and reduce recidivism rates by implementing these strategies.
References
Haumer, F., Schlicker, L., Murschetz, P. C., & Kolo, C. (2021). Tailor the message and change will happen? An experimental study of message tailoring as an effective communication strategy for organizational change. Journal of Strategy and Management, 14(4), 426-443. Web.
Hornsveld, R. H., Kraaimaat, F. W., Gijs, L. A., & Palmer, E. J. (Eds.). (2019). Cognitive-Behavioral Treatment (CBT) programs for violent offenders and sexually violent offenders: What substantive conditions must be met? In Hornsveld, R., Kraaimaat, F., Gijs, L., Palmer, E. (Eds.), Assessment and obligatory treatment of violent and sexually violent offenders: Integrating research and practice, 2(2) 103-122. Web.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Web.
Jafari, P., Mohamed, E., Lee, S., & Abourizk, S. (2020). Social network analysis of change management processes for communication assessment. Automation in Construction, 118, 103292. Web.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788. Web.