Abstract
Purpose: The purpose of this phenomenological qualitative study was to explore the change management practices of police executives at municipal police agencies in Los Angeles County. The study explored change management practices through Kurt Lewin’s three-step model for change: unfreeze, change (move), and refreeze. Methodology: This study utilized a phenomenological research design and employed a purposeful sampling strategy to select six sitting police chiefs from six different police agencies in Los Angeles County, California, who experienced partial or total redirection from traditional police procedures as defined by the U.S. Department of Justice during 2020. Data were collected during one-on-one, semi-structured interviews.
Findings: Analysis of the interview data revealed six themes: (a) strategic communication, (b) strong and adaptable leadership, (c) aim to change the mind, (d) consistency and constant effort, (e) accountability, and (f) getting everyone engaged and involved.
Conclusions: Police executives must rely on their training, experience, and education to put together a collection of tools and strategies that can be used to meet the demands of their stakeholders. These findings are supported by existing data indicating that police leaders are expected to be competent in delivering innovative and transformational leadership to create conditions for long-lasting change. The combination of police experience, proper training, and the proper blend of skills in applying change theory can have a successful outcome in implementing organizational change. Recommendations: This study documented participants’ experiences when facing the need to change their police procedures. Police chiefs, or police executives who have the authority to draft change, should create a communications plan to thoroughly inform their workforce of the need for change. They have to be strong and resilient leaders with the
ability to adapt to internal and external conditions and pressures. Their mission should be to change mindsets and attitudes. Their efforts should be constant and their message consistent across the organization. Mechanisms of accountability should be implemented to keep employees from defaulting back to old practices. Finally, police chiefs must
create a holistic approach to change by creating networks and engaging every known internal and external stakeholder who can provide feedback regarding new practices.