ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES IN POLICE ORGANIZATIONS: THE CASE OF COMPSTAT

Planlı örgütsel değişim çabalarının popülerliğine karşın, uygulamada yaşanan başarısızlık oranları yüzde 50 ile 70'leri bulabilmektedir. Bu başarısızlık bazı teknik nedenlerden kaynaklanabildiği gibi, örgütün değişime yaklaşımı, teknolojik altyapısı, liderlik, değerlendirme, planlama, kurum kültürü ve iletişim stratejileri gibi faktörler daha önemli bir rol oynayabilmektedir. Bu çalışma, ABD'de son on yılda bir çok polis teşkilatı tarafından uygulamaya konulan Compstat isimli değişim modelinin uygulanması sürecinde iletişim stratejilerinin rolünü ortaya koymayı amaçlamaktadır. Bu örnek olay çalışmasının verileri yapılan mülakatlar ve dökümanlardan toplanmış, tümevarım yaklaşımı ile analiz edilmiştir. Çalışma sonuçlarına göre, değişimi yönetenler iletişimin memurları bilgilendirme, değişime ikna etme ve direnmelerinin kaynağını anlama ve gidermeye yönelik olası rolünü etkin kullanmamışlardır. Genel itibariyle, iletişim tek yönlü, bürokratik kanallar (toplantı ve emir yazıları) ve resmi bir dil kullanımını içeren sembolik bir araç olarak kullanılmıştır. Bu iletişim stratejisinin sonucu ise, korku ve endişe, yüksek oranda belirsizlik ve Compstat'ı anlamaya, rutinlerini değiştirmeye ve bu yeni iş ortamının parçası olmaya istekli memurların Compstat'a direnmesi olmuştur

POLİS KURUMLARINDA ÖRGÜTSEL DEĞİŞİM VE İLETİŞİM STRATEJİLERİ: COMPSTAT ÖRNEK OLAYI

Despite the popularity of planned organizational change efforts, the failure rates of implementation are as high as 50 to 70 percent. While these efforts are affected by technical issues, the organizations' approach to change, technological capabilities, leadership, assessment, planning, organizational culture and communication strategies are thought to play a more critical role. The central purpose of this study is to examine the role that communication strategies play in the implementation of a popular planned organizational change model known as Compstat. Data were collected in this case study through in-depth interviews and documents, and analyzed with an inductive approach. The study revealed that the role of communication in informing, persuading officers about change and in understanding and addressing sources of resistance was not taken seriously into consideration by change agents. For the most part, communication was regarded as a symbolic activity utilizing one-way, bureaucratic channels (meetings and written orders) and formal language. The end product of this communication strategy was a high level of uncertainty, fear and anxiety and thus resistance of officers to Compstat, who were willing to understand Compstat, change their routines and be a part of this new work environment

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