THE WILL TO CHANGE

AND RESISTANCE TO
CHANGE
Group 2:
2C FERENAL
2C BAYOYOS
2C CAHILIG
2C OCRETO
I. VIEWPOINT
Public Safety
Officer
II. INTRODUCTION

Change management
isn’t working as it
should. Many police
personnel often
misunderstood or,
worse, ignore the
implication of change
for their commitment
to the Philippine
National Police.
 learning creative
to do
innovation

new things same things

CHANG initiative
self-renewal

E IS: flexibility
will
different
imposed
reasons
improvement envision
II. PROBLEM

The existence of "scalawags" or "erring policemen”

due to resistance of these men (police officers) to
CHANGE.

Terms like "scalawags" and "erring policemen" are commonly used to

describe cops who have broken the law. The fact is, these events are
commonplace and indicate a much deeper problem, as well as a
complete refusal of the senior leadership to treat the situation with the
seriousness it deserves (Michael Brown, Law Enforcement Specialist)
 CAUSES EFFECT
POLICE OFFICERS: • Unwillingness to
• May be anxious about change
change • Resist change
• Feel that they will be
unable to cope
• Value current practice
• Not understand the
value of new practice
III. OBJECTIVE
To encourage police officers
initiate change and to drive
organizational change through
strategic management- an
ongoing process that seeks
opportunities to enhance
operational efficiencies by
identifying internal issues and
external influences that
hinder organizational
sustainability
IV. AREAS OF CONSIDERATION
STRENGTHS WEAKNESSES
• Police personnel involved in the • Uncertainty
implementation process • Poor level of confidence
• Police enforcers of the Philippine • Anxiety
National Police clearly understand • Stress
the purpose, mechanics, goals, or • Confusion
consequences of a change • Fear
OPPORTUNITY THREATS
• They know exactly what it is that • Planning and implementation
has to be achieved sometimes constricted only to
• Effective means of communicating specific individuals of the law
both the vision for all the enforcement sectors
personnel • Misunderstanding and
• Management Support miscommunication among law
• Effective Leadership enforcers and other public safety
agencies
V. ALTERNATIVE COURSE OF
ACTION
 Education and Involvement.

- This strategy is appealing because it advocates prevention

than cure.
- It tends to defuse both rational and irrational fears about a
workplace change.
 Mentoring Program
-Setting clear goals for activities and outcomes
establishes the pair’s priorities from day one, guiding
their agenda and providing a shared sense of purpose. 
-When fear and anxiety are responsible for resistance to
doing things in a new and different way, support from
management can be helpful.
VI. ANALYSIS
EDUCATION AND INVOLVEMENT
ADVANTAGES DISADVANTAGES
• Preventive • Can be bias
• Defuse fears about a workplace • Expensive
change • Can be manipulated

MENTORING PROGRAM
ADVANTAGES DISADVANTAGES
• Well-guided by the Senior Officers • Can be misguided
• Gain learnings and knowledge
through the evaluated experiences of
the senior officers and apply these
things for a change to become better
officers
• Allow resisters to play some decision-
making part in the change process
VII.CONCLUSION
MENTORING PROGRAM
Setting clear goals for activities and outcomes establishes
the pair’s priorities from day one, guiding their agenda and
providing a shared sense of purpose. 
Establish timelines for pairs to meet their stated objectives
Well-guided by the Senior Officers
Gain learnings and knowledge through the evaluated
experiences of the senior officers and apply these things to
become better officers
Allow resisters to play some decision-making part in the
change process
VIII. ACTION PLAN
INITIATIVE MEASURE TIMEABLE
OBJECTIVE OPR

To encourage law Squading My Brothers Keeper Monthly PCR

enforcers initiate (MBK)
change and to
drive
organizational
Fellowship Bless Our Cops Monthly PCR
change through
(BOC)
strategic
management- an
ongoing process
that seeks
opportunities to Job stress counseling Department of Weekly PNP HS
enhance Psychology
operational
efficiencies by
identifying internal
issues and Special training Work stress Quarterly PNP TS
external influences management
that hinder
organizational
sustainability
 Learning to love
change, thrive on
change and cherish
change- that’s the
ticket.
Flexibility, or mental
agility

Full possibilities and

Potentials

Taking responsibility
“Lasting Success
Lies In Changing
Individuals First
And Then The
Organization
Follows”

- Peter S. Colens