NCJ Number
194836
Journal
FBI Law Enforcement Bulletin Volume: 71 Issue: 3 Dated: March 2002 Pages: 14-20
Date Published
March 2002
Length
7 pages
Annotation
This article suggests steps to manage the stress of change in law enforcement organizations.
Abstract
The success of an organization and its individual employees in dealing with the stress of change depends on the ability of the organization's leadership to recognize, understand, and actively manage that stress. To do so, agencies can implement 10 interrelated steps. Perhaps the most important step is the recognition by the leadership that change inevitably involves stress among employees. The stress stems from fear, frustration, anger, resentment, inertia, active or passive resistance, and depression. The presence of accurate and timely information delivered by credible sources on a continuing basis is critical for relieving and managing stress. This is essential in order to prevent rumors that may needlessly fuel stress. Such communication must come visibly and directly from the highest command officers through interactive, interpersonal communication. Such communication should include encouragement that the change will make the agency stronger and serve the organization's members better. There should also be a formalized support system to provide counseling and assistance for employees who are experiencing stress that is excessive. Further, stability and a sense of order must be maintained in the course of the change, and officers should be involved in decisions that affect their responsibilities and daily tasks. Other steps required to manage the stress of change are training required to handle the impact of change constructively, timing that gives order and progression to change, and preparations that include guarding against managerial burnout.