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Congruence Model Exercise Diagnose: NEW YORK POLICE DEPARTMENT

Congruence Model Exercise Diagnose: NEW YORK POLICE DEPARTMENT. PART A (30-40 Minutes): Split into small teams Analyze NYPD using the Congruence Model. Diagnose NYPD <PRE-1994> & then NYPD <POST-1994>

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Congruence Model Exercise Diagnose: NEW YORK POLICE DEPARTMENT

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  1. Congruence Model ExerciseDiagnose: NEW YORK POLICE DEPARTMENT PART A (30-40 Minutes): • Split into small teams • Analyze NYPD using the Congruence Model. Diagnose NYPD <PRE-1994> & then NYPD <POST-1994> • Discuss how the various parts of the model are different during these two periods. What needs to change for maximum organizational success? • Describe how and why they are or are not in congruence i.e. what are the most important linkages? Or conversely, where are their performance gaps and challenges to their change agenda? • Be prepared to provide a brief summary of your findings to the larger group

  2. History/Context Leadership NYPD: PRE-1994 Strategy/Vision/Mission Critical Tasks or Key Success Factors People Culture Formal Organization

  3. History/Context Leadership NYPD: POST-1994 Strategy/Vision/Mission Critical Tasks or Key Success Factors People Culture Formal Organization

  4. Strategy Leadership NYPD: PRE-1994 • Safe Streets, Safe City • Reactive vs. proactive • Response Focused • Community Policing • Focus on Efforts • ?????? Key Success Factors • Investigate • Write Summonses • Hold Down OT • Stay out of trouble • Paperwork Context • Largest PD in U.S. • Guiliani 1993 • Restive Public • 6,000 Officers w 12.5% People Culture • Demoralized Police • Sr. Staff entrenched • & Bureaucratic • attitudes • Rigid, hierarchy • Low Motivation/Morale • Low Levels of Trust • Effort vs. Results • Fear of Failure • Back Biting, • Finger Pointing • Bankers Hours • Secrecy, no sharing • Command & Control Formal Organization • Measure Efforts/Response • Centralized – Top Down • 4,000 Forms • Low Tech, Poor Comms • Transit/Housing/Patrol • Silos • Use Stats to keep score • Limit Patrolman authority • Poor Equipment

  5. Bratton Vision, Strategy and Objectives Vision Strategies Objectives “Take The City Back” • Guns Off The Street • Curb Youth Violence • Drive Drug Dealers Out • Break Cycle of Domestic violence • Reclaim Public Spaces • Reduce Auto Related Crime • Root Out Corruption • Measurable Targets for Each Strategy

  6. What Are Your Vision, Strategy and Objectives? Vision Strategy Objectives

  7. How Do You Measure Performance? Performance Measures

  8. Are There Recognized Gaps in Your Units Today? Performance Gaps Opportunity Gaps

  9. Fit Good Performance The Congruence Proposition: “Congruence is the degree to which characteristics of one organizational component are consistent or compatible with those of another component. and It is the degree to which all components are aligned with strategy” Inconsistency Poor Performance Inconsistencies are root causes of performance problems

  10. NYPD Cultural Diagnosis • Culture Needed • Trust • Take Initiative • Collaborate • Emphasize Results • Analyze • Re-deploy Resources • Pride • 1994 Culture • Low Trust • Fear of Failure • Back Biting • Bankers Hours • “The Blue Wall” • Emphasize Effort • Protect Silos • Pride

  11. NYPD Cultural Diagnosis • Culture Needed • Trust • Take Initiative • Collaborate • Emphasize Results • Analyze • Re-deploy Resources • Pride • 1994 Culture • Low Trust • Fear of Failure • Back Biting • Bankers Hours • “The Blue Wall” • Emphasize Effort • Protect Silos • Pride • Drivers of Negative Culture: • History • Leadership • Hierarchy and Control • Measurements • Centralization

  12. NYPD Cultural Diagnosis • Culture Needed • Trust • Take Initiative • Collaborate • Emphasize Results • Analyze • Re-deploy Resources • Pride • 1994 Culture • Low Trust • Fear of Failure • Back Biting • Bankers Hours • “The Blue Wall” • Emphasize Effort • Protect Silos • Pride • Levers for positive culture: • Decentralize Power • Change People • Use Data to Manage • Measure Results • Force Collaboration • Drivers of Negative Culture: • History • Leadership • Hierarchy • Measure inputs • Centralization

  13. You Can Do Your Own Cultural Diagnosis Culture Needed Culture Today

  14. How Did Bratton Lead? Behavior Information Symbolic Action

  15. Bratton Leadership Moves Actions & Behavior • 1st week push for 9MM Automatic weapons for officers with 15 rounds • Bullet Proof Vests • Darker Uniforms • New Cars • Define Quality of Life Misdemeanors • Communications & PR • Replaced top staff • Decentralized management, eliminated layers • Hired Consultant to assist (objectivity) • Police Officer Survey Results acted upon • Reengineering 12 Teams, 300 people, 600 recommendations, 80% Implemented

  16. Bratton Leadership Moves Information • Multiple new strategies & initiatives • Getting Guns off Streets • Curbing Youth Violence • Driving Drug Dealers Out • Breaking Cycle of Domestic Violence • Reclaiming Public Spaces • Reducing Auto-related crimes • Rooting out corruption • New Performance metrics, monitored daily • Twice-Weekly CompStat to analyze trends, share information & tactics, improve overall performance, increase accountability

  17. Bratton Leadership Moves Symbolic Action • Publicly retired badges of 30th precinct corrupt officers • Take the city back communications

  18. Strategy Leadership NYPD: POST-1994 • Prevention Focus • Results Orientation • “Take City Back” • Reduce Major Crime • Attack small crimes • 7 Strategic Initiatives • Dislike for aloof precinct • bosses • Former Transit Chief • Management Oriented • Cop’s Commissioner • Nobody Immune • PR Focused Key Success Factors • Prevention/Results • Improve Quality of Life • Search & Question • Analyze/Trends/Redeploy • Tech, Video Conf, Cell Phones, • Computers, Mapping Software • Training; Reduce Paperwork Context • Guiliani 1993 • Bratton 1994 • Budget Cuts Loom People Culture • Jack Maple • Replaced ¾ PC’s • Younger PC’s • Improve Morale of • beat cops 1st • Results • Analytical/Trend Focused • Sharing info, trust • All responsible, • Cross Precinct • Inter-bureau Coordination • Monitor Performance • Daily • Top visits/supports PC’s • Integrity Formal Organization • Measure Outputs/Results • De-Centralize to Precincts • One Police Force • Computerize/New Tech • Compstat Meetings • Use Stats to manage • Power to PC’s & Patrolman • Reallocate Resources to • fight crime • Reduce reporting Levels

  19. NYPD Early Results 1994 • Quality of Life arrests up 38% • Fare beater searches turn up 400 concealed weapons in 1st year • Summonses up 40% • Sales tax violation citations up 49% over previous year • Squeegee Pests ‘Vanished’

  20. NYPD Events After January 1996 • Overall 33% reduction in felonies and 50% reduction in homicides 80% • drop in subway crime. • January “Time” Magazine features Commissioner Bratton on the cover. • Late March 1996 . . . Mayor Giuliani announces Commissioner Bratton • seeking other work. • Shortly after, Bratton announces April departure to join private sector • security services firm. • Mayor Giuliani names the Fire Chief to succeed Bratton. • Police Chief John Timoney resigned. • Jack Maple resigned to consult to other cities. • Many of Bratton’s initiatives including precinct commanders as centers • of responsibility and Comstat meetings were continued. • Results continued to improve through 1998 and began to level out by 1999.

  21. Take Away’s for Educators From NYPD ‘New’ • Culture can be changed with deliberated management action & attention • Bratton & Team lead major cultural shift from efforts to results • Beliefs and behaviors at all levels of police force changed as a result of • these actions and supported the new culture. • Culture is interdependent with strategy, objectives, systems structures, managing stakeholder relationships, resources. • Each must be coherent with the others (aligned) in order to implement • a comprehensive change agenda • Loose/Tight managerial control does not have to be and either/or choice • Precinct Commanders given significant authority in returned for • increased accountability for their results (through Compstat & Visits)

  22. Take Away’s for Educators From NYPD ‘New’ • NYPD countered conventional wisdom that crime couldn’t be reduced because of poverty & social factors. • Similar or not to sense that some educators believe that • environmental and social factors make it impossible for all • children to learn at high levels? • Importance of leadership/team that truly believes it can make a difference • Insights about difference in how people behave in culture that rewards effort & measurement vs. one which rewards results. • Front-line officers belief paperwork and covering their tracks more important than fighting crime • Similar or not to sense among some educators that admin demands • And pressures compete with time for student learning & focus? • Need to create ability to share data, best practices, resources across precint and departmental boundaries

  23. Bob Fogel bob_fogel@harvard.edu (6 months) Or bfogel@babson.edu Tel: 781-239-5878

  24. A Day in the life of a “Change Agent”

  25. A Day in the life of a “Change Agent” • He has a lot of friends in the spy business and law enforcement • He has obtained authorization to read everyone’s e-mail • He has fired or arranged to have fired anyone who challenged him • His wife directs human resources at another school and gives him advice on how to make a perfect case for a layoff • He has been involved in all new hires. Most are old friends and acquaintances • He has created a network of informants among staff • He has created a climate of fear and mistrust • He is the most powerful person in the leadership team • He has penetrated the union • What are his goals? Who will be fired next?

  26. Leading Change& Organizational RenewalSome Closing Thoughts

  27. For Your Further Thought & Consideration…… • What would you like to see happen (or NOT happen) in your community/school in the next period of time..….6 months, Next Year, 3-5 Years, etc.? • What things would you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  28. For Your Further Thought & Consideration…… • What role do you see yourself playing in the coming years and what legacy would YOU like to leave within your school or community? • What things do you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  29. For Your Further Thought & Consideration…… • When all is said and done…………. • More is SAID than DONE………… • What things do you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  30. For Your Further Thought & Consideration…… • No matter WHERE you sit there will ALWAYS be a “THEY”…………. • Consider for a moment then that YOU are the THEY for “THEM”…………. • What things do you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  31. For Your Further Thought & Consideration…… • Becoming a student of Norms, of Culture and People is the key to understanding how organizations operate and perform over the long haul and are the key to unfreezing inertia for change…………. • What things do you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  32. For Your Further Thought & Consideration…… • Great Change Leaders focus on: • Communication > To Create Feedback Loops • Awareness > To Develop Understanding & Buy In • Urgency > To Create Perceived Importance • Endurance > Keeping & recharging passion, energy, continuous learning for the long haul • What things do you personally need to: • Keep Doing? • Stop Doing? • Do Differently?

  33. Large Scale Change Places Common Process Demands on Leaders • Achieving a Shared Sense of Urgency • Creating a Leadership Coalition • Evolving a Vision of the Future • Establishing a Strategy for Change • Communicating the Change Strategy • Involving People Behaving in the New Ways • Recognizing Short-Term Wins • Consolidating Gains and More Change • Institutionalizing the New Ways

  34. Change Leadership Pitfalls We Have Seen (the dirty dozen) • Launching without a vision or well thought-out “game-plan”for change. • Poor assumptions about the commitment of your coalition members. • Overestimating the sense of urgency in the organization. • Not engaging the entire organization in ACTION. • Playing Poker with only “part of the deck.” • Underestimating how much (redundant) communication is needed. • Boredom. • Failing to model the new behavior . . . and to demand it of report to’s. • Inadvertently sending mixed-messages (“the glue of the status-quo”). • Missing the middle of the organization. • Overestimating the power of power. • Forgetting that change is a PERSONAL & EMOTIONAL experience.

  35. You must be the change you wish to see in the world. Mohandas Gandhi

  36. We All Teach. We All Learn. For Life. Jim Heskett

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