Running head: ORGANIZATIONAL CHANGE 1

Organizational Change: One Journey Over Time

Sean Kearney

University of San Diego

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Organizational Change: One Journey Over Time

In the course of any career, change is inevitable. As law enforcement agencies rise to
meet new challenges and societal problems, we can observe an array of structural and leadership
variations. My professional experience in law enforcement and the military as well as my
academic course of study have left me with a diverse outlook upon the world in which we live,
and I am eager to demonstrate a unique knowledge as my career progresses. Applying an
academic perspective in our studies of organizational structure and change may also lead to

observable patterns and improved predictability of outcomes in these processes. Without

structured analysis and thoughtful response, negative outcomes and unintended consequences are
sure to follow and may cost time, resources, respect, and cooperation from the communities we
serve.
In times of change, in other words constantly, law enforcement leaders must be cognizant
of what is important to our employees as well as the communities we serve. As societies evolve,
new problems and conflicts arise. At one time, I oversaw the creation of a digital evidence unit
which investigated, among other things, child pornography cases which increased exponentially
as a result of Internet file sharing. We had to play catch-up in terms of costly equipment, lengthy
training, and effort in an entirely new direction to combat this despicable crime. Luckily, we
were able to leverage and coordinate a number of resources to, over time, become a sought-after
commodity in our area when digital evidence became critical in a case. During my career which
has spanned from the late eighties until present, I have observed and participated in many
different facets and leadership levels of municipal policing in medium-size agencies as well as
being a career military reservist. The adage of “the only constant is change” is assuredly true.
Budget booms and busts, new leaders from within and without, advances in technology, the
complex relationship between drug abuse and mental illness, race and community relations,
increases in officer-involved shootings, international relations, religious fanaticism, and other
intractable issues have presented themselves in my career, most of them well before I completed
my undergraduate education in sociology and criminal justice. What I gained in receiving a
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formal education in the social sciences was a matter of sharpened perspective in that the ability
to think critically while recognizing that all of us must live somewhere along the continuum of
logic and emotion. As a leader, using this perspective is something that leads to increased
effectiveness as critical dimensions of an issue are analyzed from numerous angles.
As we have studied Gareth Morgan’s works in Images of Organization (2006) and as my
career has evolved, I have to come to favor the brain metaphor when studying organizations and
the inevitable societal change. According to Morgan, learning organizations use “double loop”

learning to scan and anticipate the environment as well as change direction when necessary.
This is most compatible with the way humans function individually, as they will in most cases
strive to find a better way of doing things. Applied at the organizational level, the metaphor
continues to make sense as each agency I have been a part of has made an effort towards self-
reflection and continuous improvement. Adaptation to new issues is also a characteristic of a
learning organization as conflict arises. Morgan’s Multicom case study (Morgan, 2006) is a
good example of an organization attempting to learn and grow through internal conflict, and it
ultimately gave way to an entirely new organization. Morgan (2006)’s metaphor of
organizations as cultures also makes sense to me as we look at Professor Morrison’s interview
with Professor Fritsvold (LEPS Presentation 4.1, 2018). Even though the interview is contained
within the brain metaphor study material, I can see an application of the cultural metaphor as
Morrison compares and contrasts his leadership experiences in the differing agency cultures of
Long Beach and Carlsbad.
As we look forward towards our leadership roles with what we have learned in this class,
I would echo the words of University of San Diego President James Harris in his interview with
Professor Fritsvold: “I don't think it's about me as a leader. I think it is about the people you
surround yourself with. If you surround yourself with great people, and you allow them to do
their work…” (LEPS 560 Presentation 6.2, 2018). This quote resonates with me as our study of
Home Depot and Bob Nardelli is fresh in my mind (LEPS 560 Presentation 7, 2018). The poor
leadership and forced culture change that Nardelli inflicted upon Home Depot has unfortunately
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been experienced several times in law enforcement and military organizations that I have been a
part of. Negative experiences with certain leaders have led me to the opinion that doing the
exact opposite of what they did will surely lead to success in my own leadership roles. Most
often, they have displayed characteristics in complete conflict with President Harris’ words,
which led to their personal downfall as well as damage to the integrity of the organization. As
we lead our families, communities, and organizations from every level, we must realize that the
work is done by, through, and with the consent of those “below” us. If we fail to realize and

apply this key concept, then toxicity in our relationships is sure to build up to a fatal
concentration.
To conclude, organizational change is as ubiquitous as any other element of our society.
People and organizations are in constant flux, in competition for various resources, and law
enforcement agencies in particular see some of the more dramatic and impactful consequences of
our changing societies. The agencies themselves are, in theory, a reflection of the societies from
which their personnel are drawn. As leaders, we must realize that we are responsible to those we
serve as well as to those we serve with. Those who neglect this precept will find considerable
difficulty in overcoming adversity, making a difficult job even more so. Leaders who plant the
field with the seeds of learning will more likely see success as they adapt to the unpredictable
societies that they oversee, and thoughtful leadership of the delicate commodity of those willing
to work in this noble profession will accomplish more than anyone could possibly imagine. We
are fortunate to have had the opportunity to study the various metaphors of change and apply
them to our organizations.
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References

LEPS 560 Presentation 4.1: A Chief’s Perspective (2018). Retrieved from USD Blackboard.

LEPS 560 Presentation 6.2: Presidential Leadership & Organizational Culture (2018).

Retrieved from USD Blackboard.

LEPS 560 Presentation 7 (2018). Retrieved from USD Blackboard.

Morgan, G. (2006). Images of Organization. Thousand Oaks, CA: Sage Publications.