Organizational change theories provide many good tools for organizations to effectively manage and respond to change. Considerable knowledge and experience is available on how organizations work and how they can be best changed. Experience has shown that changing large and complex organizations is not easy. Problems are often denied or go undetected. Even if problems are seen, effective solutions are elusive. Simple orders from above often fail because they do not anticipate and address resistance from key stakeholders.
Current knowledge on human rights organizational change identifies the following best practices:
- A comprehensive organizational change approach
- A unified, committed and involved leadership
- An articulated vision and shared terminology
- Empowered and capable lead change agents
- A multi-stakeholder structure and process for change
- Ongoing monitoring and evaluation
- Ongoing communication and reporting
- Identifying and planning for resistance
- Choosing strategic “areas of focus” for change.
The following section discusses these best practices and how they relate to the human rights organizational change experience of police organizations in Ontario.
York Regional Police is pleased to pledge our support of the Ontario Human Rights Commission and their role in preventing discrimination and promoting human rights in Ontario. We regard Human rights and policing: Creating and sustaining organizational change as an important document that will assist us in our ongoing commitment to the communities of York Region.
– York Regional Police