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• W59036 abstract "Planned change is the conscious attempt to alter the behavior or outputs of organizations or systems. Although planned change has been studied in a number of organizational settings (see e.g., Gross et aL, 1971; Hage and Aiken, 1970; Pearlin, 1962) it has received little attention in the courts. Heavily emphasizing state court unification, most court reform literature identifies specific problems and proposes specific solutions without reference to change efforts in other fields, or to the systemic pre-conditions, conse quences, and limits of planned change (Nimmer, 1978: 2; Berkson and Car bon, 1978: 6-9). Thus, there is a need to apply the concepts developed in other settings to better understand why change efforts fail or succeed in courts. This article undertakes that task by analyzing change efforts in two mis demeanor courts.1 There are two basic approaches to the study of planned change. The most common perspective is that of the organizational theorists, who enumerate many factors which affect planned change. Among them are historical and environmental factors (Greiner, 1967), the presence and role of an outside change agent (Gross et al., 1971), the magnitude of the planned change (Hage and Aiken, 1970), resistance (Klein, 1961), and the degree of subordinate participation (GrossedaL, 1971; Seeborg, 1978; Klein, 1961; Watson, 1966; Hage and Aiken, 1970; Pearlin, 1962). For the most part, the organizational literature does not examine whether and how reforms alter existing interests and the ways in which actors and institutions pursue them (Nimmer, 1978). On the other hand, the perspective explores planned change in terms of its impact on the interests, values, and established practices of actors within the system studied, as well as their impact on change efforts.2 Unlike the organizational literature, which analyzes intra-organizational change, the functional approach focuses on systemic effects. The basic assumption of the functional approach, as applied to the justice system, is that courts are not organizations in the same way hospitals are, and therefore cannot be analyzed in the same terms (Sarat, 1978). The problem with this assumption is that system-level reforms often have intra-organizational effects, as Nim mer's analysis of plea conference reforms suggests, and the following analysis demonstrates (see Nimmer, 1978:101-104). Neither approach to the study of planned change can be ruled out a priori when analyzing change in court" @default.
• W59036 created "2016-06-24" @default.
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• W59036 date "2016-01-01" @default.
• W59036 modified "2023-09-24" @default.
• W59036 title "THE LIMITS OF PLANNED CHANGE IN COURTS" @default.
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