The New Zealand Police and the Mistakes They Have Made in the Past Few Years

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The New Zealand Police force has been in the public spotlight since 2004, where there have been many enquiries into the way they do things and acquisition raised against them. Peter Marshall came in as the Commissioner of New Zealand Police in 2011 and from there has faced a “massive clean-up of the force” (Bridgman, 2011). This essay will consist of an analysis of the New Zealand Police and the errors that they have faced over the past few years. To do this analysis I will be using two articles to analyse the errors, the first being written by Kotter & Schlesinger which is about choosing successful strategies for changes within an organisation (Kotter & Schlesinger, 2008) and the second written by Kotter titled – Leading Change; why transformational efforts fail, which has a set of eight steps that have been identified to ensure that the transformation within an organisation is successful and if followed in the correct order will create success (Kotter, 2007). An analysis will be made on the sense of urgency, creating a strong guiding coalition and the overall communication along with some recommendations to Peter Marshall regarding the changes that will be enforced at the New Zealand Police. The New Zealand Police force is made up of more than 11,000 staff members with 400 stations spread from the far North Island right down to the lower South Island. They are “the lead agency responsible for reducing crime and enhancing community safety in New Zealand” (Bridgman, 2011). Marshall was always going to be faced with an uphill battle in changing the culture of the Police from the moment he was appointed Commissioner. Upon arrival he was put in the public spot light by Minister Judith Collins who was publically demanding that he ma... ... middle of paper ... ...ards to the culture change for Marshall. By gaining trust in staff, creating a strong and guiding coalition with a variety of staff, communicating the changes clearly to all staff, planning for the resistors and becoming a top down manager to show he is serious in his role Marshall should have no problems. At the end of the day humans make mistakes and have problems regarding change no matter how well you prepare for them. Works Cited Bridgeman, T. (2011). Treading the thin blue line: Embedding culture change at New Zealand Police (Case Part A) Australia and New Zealand School of Government Case Program, Reference 2011 -639. 1. Kotter, J. P. (2007) ‘Leading change: Why transformational efforts fail’. Harvard Business Review, January: 93- 103. Kotter, J. P. &Schlesinger, L. (2008). ‘Choosing strategies for change’. Harvard Business Review, July-August, 130-139

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