Making public organizations more inclusive: A case study of the Victoria Police Force

Abstract

In contrast to traditional models of change developed in the private sector, change in public-sector organizations often is initiated by noninclusive cultures, and the culture itself is the direct focus of the change effort. This article describes the strategies used by the Chief Commissioner of Police to change the Victoria Police Force's culture to be diversity-inclusive. We first explain how this change effort used traditional change strategies (e.g., organizational artifacts reflecting the new culture). We then analyze how it differs from traditional change models and explain the role of the broader system, such as legislative support, in the change process. © 2008 Wiley Periodicals, Inc.