Belanger_CJ812_Week6

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Michigan State University *

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812

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Apr 3, 2024

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Running head: ORGANIZATIONAL PROBLEM SOLVING 1 Organizational Problem Solving Brooke L. Belanger Michigan State University

ORGANIZATIONAL PROBLEM SOLVING 2 Organizational Problem Solving When addressing racial and other equality issues within the criminal justice system, many organizations implement implicit bias trainings for their personnel. These trainings aim to enhance individual awareness of subconscious bias (Du, 2021). However, if an organization's culture contradicts the principles taught in these trainings, how effective can the training truly be? An organization consists of individuals, but it is the collective culture that ultimately shapes how problems are identified and decisions are made. While individual mindset trainings may have some impact, it is crucial for the organization's culture to align with the desired goals. This paper will explore the concept of organizational culture and its influence on policy creation, problem identification, and decision making. Marker (2009) describes organizational culture as the result of the collective experiences, attitudes, and behaviors of the individuals within an organization. He believes that the organization's culture is formed by its history, leadership style, mission and vision, and the environment in which it operates. The fundamental assumptions are the organization's guiding principles that influence their decisions and actions. These assumptions are often taken for granted and are not explicitly stated but are reflected in the way people think, communicate, and behave (Bass & Avolio, 1993). Behavioral norms, as described by Marker (2009) are the unwritten rules and expectations that dictate how individuals should act and interact with each other. These norms help establish a sense of order and predictability within the organization. Patterns of behavior are the recurring actions and interactions that become the accepted ways of doing things. They reflect the organization's values and priorities and are often reinforced through rewards and recognition. Symbols, such as logos, mission statements, and physical office spaces, also

ORGANIZATIONAL PROBLEM SOLVING 3 contribute to the organizational culture by representing and reinforcing the shared beliefs and values (Marker, 2009). The significance of organizational culture cannot be underestimated as it shapes the identity of the organization and influences employee behavior, policy creation, and decision making. A frame, which Bolman and Deal (2013) describe as an assumption or idea, is a mental tool that aids in comprehending the ideal structure or nature of something. Organizational framing refers to the cognitive processes through which individuals interpret and make sense of their organizational environment (Bass & Avolio, 1993). It involves the way individuals perceive, interpret, and give meaning to the various aspects of their organization, such as its goals, values, and culture. Bolman and Deal (2013) argue that organizations attempting to implement change must address the four major frameworks they define as structural, human resources, political and symbolic. These cognitive structures facilitate individuals in understanding their roles, making decisions, and collaborating with others in the organization. According to Stojkovic, Kalinich, and Klofas (2015), organizations often define and solve problems by drawing upon their core values and beliefs. They guide the organization's approach to problem solving by providing a framework for understanding and interpreting issues. Over the past two decades, probation departments have increasingly adopted treatment court programs as an alternative approach to rehabilitation. These programs, within the realm of probation, aim to offer support to defendants in order to facilitate their success. Moreover, they prioritize the use of alternatives to incarceration for defendants who struggle to meet the probationary requirements (Palermo, 2015). Doherty (2015) suggests that some probation departments may view the adoption of treatment court philosophies as contradicting their core principles, as it involves providing

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ORGANIZATIONAL PROBLEM SOLVING 4 therapeutic interventions and support to defendants rather than strictly focusing on supervision and punishment. This viewpoint is based on the idea that individuals who have committed crimes should be held accountable for their actions, and that showing leniency or support could weaken the deterrent effect of punishment. These departments may argue that swift imprisonment is a more effective means of holding defendants accountable and deterring future offenses. As a result, they may resist implementing the rehabilitative approaches of treatment courts and instead maintain a punitive stance towards defendants. In this scenario, the deeply rooted values and beliefs not only influence problem definition but also shape the identification and evaluation of potential solutions. Organizational culture plays a role in shaping how organizations approach and solve problems, leading to contrasting perspectives. As a result, the different viewpoints ultimately lead to a wide range of solutions, all of which are influenced by the distinct values and beliefs of their respective organizations. In probation departments that lean towards a punitive approach, the main focus is on closely overseeing compliance with court ordered conditions and penalizing any instances of noncompliance (Doherty, 2015). Budget constraints and resource limitations in these departments can also have an impact on shaping the organizational culture. The limited availability of resources often forces departments to increase the workload of probation officers by assigning them a larger volume of cases. Given this situation, it becomes increasingly clear that the establishment of a standardized system of responses may be necessary to effectively address and manage behavior. The probation officers in these departments, facing understaffing and excessive workload, may feel compelled to make decisions that prioritize organizational values and limited resources over the best interests of the clients (Doherty, 2015). Therefore, the probation officer's personal opinion on the organizational culture becomes insignificant in this

ORGANIZATIONAL PROBLEM SOLVING 5 situation because they may feel obligated to conform to the culture's norms in order to fulfill their daily duties and follow their supervisors' instructions. It's important to acknowledge the existence of probation departments that have a contrary leaning. These departments place a significant emphasis on assisting defendants in their journey towards personal growth and transformation, making it a top priority. These departments are dedicated to aligning with their values and beliefs, and as a result, they actively seek out creative solutions to overcome any constraints they may face (Doherty, 2015). In order for an organization to successfully change its culture, it must first recognize that culture exists through various lenses. This involves understanding that culture is not just about policies and procedures, but also encompasses values, beliefs, attitudes, and behaviors of individuals within the organization (Bolman & Deal, 2008). Therefore, simply creating a single new policy or implementing a new program will not be sufficient to bring about lasting change. Instead, the organization must identify the existing cultural frames and then work towards reframing them to align with the desired culture. This may involve conducting cultural assessments, engaging in open dialogue and communication with employees, and providing training and support to facilitate the desired cultural shift (Marker, 2009). Through the intentional act of recognizing and reframing culture through diverse lenses, an organization can create an environment that aligns with their desired values and behaviors, ultimately leading to a successful transformation of its culture.

ORGANIZATIONAL PROBLEM SOLVING 6 References Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public administration quarterly , 112-121. Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership . 4th ed. San Francisco, Jossey-Bass. Doherty, F. (2015). Obey all laws and be good: Probation and the meaning of recidivism. Geo. LJ , 104 , 291. Du, Y. (2021). Racial bias still exists in criminal justice system? A review of recent empirical research. Touro L. Rev. , 37 , 79. Howard, C., Logue, K., Quimby, M., & Schoeneberg, J. (2009). Framing change. OD Practitioner , 41 (1), 25-31. Marker, A. (2009). Organizational culture. Handbook of Improving Performance in the Workplace: Volumes 1‐3 , 725-744. Palermo, G. B. (2015). Drug Courts as an alternative to probation for highly recidivistic drug offenders. International Journal of Offender Therapy and Comparative Criminology , 59 (5), 447-448. Stojkovic, S., Kalinich, D., & Klofas, J. (2015). Criminal Justice Organizations: Administration and Management (6th ed.). Cengage Learning, Inc.

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