Institutional transformation is always challenging and complicated, as it is necessary. It is a journey from where we are, to where and what we want to become.
In any organization, there will always be resistance to change. Those who have taken the journey to change can attest that the difficulties in pushing for reforms are not due to a lack of vision or a dearth of bright ideas. Rather, it is because the act of reformation is often similar to a surgical strike at the heart of an organization's rigid culture and system. It involves convincing people to take the extra mile and move out of comfort zones.
Change management is affected by several factors, namely: the ability to effectively communicate the message and wisdom of reform; commitment to win active supporters or build reform constituencies that will actually implement and embody the said reforms; and the leadership, strategy, plans, and projects needed effect the change process. These are the very factors lead to failure or success in achieving the desired institutional change.
To be sure, the set of issues an institution addresses and the goals it seeks to achieve towards positive change are only two parts of the puzzle. The process, the third key piece to solve the entire riddle, must be given due attention if any real, lasting change is to be achieved.
Many leaders who attempt to initiate organizational change commit the pitfall of thinking only about what to do rather than how to do it. Both strategy and process become mere afterthoughts, or, too often, are simply ignored.
We have become accustomed to hearing about a well conceived reform initiative that failed because the process did not take into account a particular group interest or because it ignored a substantially valid resistance that the change engendered.
Thus, it is important to acknowledge that, at the end of the day, a genuine consideration of the multifaceted aspects of change -the process -will make or break the initiative.
The value of this change process is emphasized within the framework of this Philippine National Police (PNP) Integrated Transformation Program, our roadmap to a more responsive, transformed PNP.
The Program presents a comprehensive and holistic approach to reform the PNP with its honest-to-goodness assessment of its present institutional framework, policies, systems, structures, and procedures. An isolated approach in the design of the Program was avoided. Its vision, goals, and targets as well as its specific programs, projects, and activities were actually formulated to support the achievement of the overall reform objective for the entire criminal justice system to be able to provide speedy, impartial, and accessible justice. The design of the program also aims to support achieving the PNP reform goal of enhancing delivery of peace and order and public safety services within the context of an improved public trust and confidence in our criminal justice system.
To find out more on the on-going transformation programs and projects, please visit the website http://www.cpsm.ph