Building Community Trust:
Improving Cross-Cultural Communication
in the Criminal Justice System
Unit 8: Models & Strategies for
Leading Organizational Change
Prepared by
QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
So what do we do about it?
Where are we
headed in this unit?
• Describe organizational change
framework for addressing cultural
competency issues.
• Explore examples of how other
jurisdictions have addressed issues.
• Action planning.
“Designing & Implementing a
Diversity Initiative”
National MultiCultural Institute
(2009)
Organizational Change
Macro:
Systems level
– Policy changes
– Formal communication
mechanisms
– Formalized Training
– Staff development
Micro:
Informal, undirected
– Unwritten rules of daily
practice
– Interpersonal interactions
– Behaviors and activities
within work teams
Organizational Change
Continual process
vs.
Project with beginning
and end
Process not always
predictable
Organizational Change
Requires:
• An identified vision for cultural
competence
• Clear goals and expected outcomes
• Fluidity to adapt as change occurs
Organizational Change
Requires:
• Continuous selfevaluation and
assessment
• Collaboration
• Teamwork
• Flexible strategies to
ensure change is
happening in a way
that meets needs of
all stakeholders
Organizational Change:
Comprehensive/
Systemic
Should be infused in
all aspects of the
organizational
structure
vs.
vs.
Isolation
Existing as a separate
entity/initiative
Organizational Change
Requires:
Individual behavior
change
Leaders to engage
individuals in the
system to support
and be engaged in
the change
“Leading Change: Eight Steps
to Transform Your
Organization”
John Kotter
1. Responsibility & Impacts
Take responsibility to continuously interpret
changes that impact your system’s ability to achieve
justice—to be viewed as just, fair, and reliable.
Create a sense of urgency by predicting the
consequences for your criminal justice system and
the agencies within that system if the system does
not change. (impacts)
2. Build a Team &
A Shared Understanding
Enroll the appropriate people within your system
and agencies to build a shared interpretation of the
situation and the required changes.
This enrollment process requires deep listening and
acknowledgement of alternative interpretations.
Build alignment and commitment to the necessity
for change and renewal.
3. Create a Compelling Vision
How would, for instance,
a culturally competent
criminal justice system
look?
What does it mean to
the people working
within the criminal
justice system?
What would it be doing?
What would be its new
identity to the community
it serves —the victims,
witnesses, defendants,
jurors, and folks in the
community?
How would it feel to
be part of the renewed
system/agency?
4. Communicate!
To everyone inside and
outside the organizations.
Engage stakeholders in
discourse around the
vision.
Design a process to
engage in that discourse.
Continually communicate
—enroll and reenroll—at
every step and every
opportunity.
Don’t assume everyone
will stay on board without
continual communication.
5. Create a structure for
bringing vision into reality.
Empower individuals to act.
Create accountability and responsibility for results.
Remove obstacles.
Effectively resolve breakdowns.
6. Focus on and celebrate
short-term successes
Publicly acknowledge
accomplishments
Use celebration to
reinvigorate the
team
7. Conduct “lessons learned”
reviews
Reflect on:
What worked
What didn’t work
How the process can be improved
8. Lock-in changes and
communicate the results
Demonstrate positive
impacts
Continuously measure
results
Handle deviations
quickly
Call for continuous
improvement as part
of leadership and
management
process