With such advancements, more sophisticated computer based crimes have emerged. Since the police department is neither trained nor equipped to handle such cases, certain changes must be implemented in the force to ensure that its culture has the capacity to deal with computer crime adequately. Moreover, since they seem resistant to learning new ideas, strategic motivational ideas must be implemented to persuade them otherwise.
When planning for such radical changes, several parties must be involved in the idea contribution process. Although the top management would be involved in much of the decision making process, it would be of great importance to ensure that they ask for contribution from the lower levels since these changes would affect the functioning of the lower levels significantly. This implies that following the identification of the problem and the need for change, the first step in the change process would involve consultation from as many shareholders as possible. This would enable the force to set up goals that are practical and that almost all members agree with (Welsh and Philip 79). At this point, it would also be important to write down the goals that are expected to be fulfilled at the end of the change process. These goals provide direction for the intended change. Confirmation should then be undertaken by the involved shareholders to ensure that any erroneous information is not recorded. If there are any conflicting shareholder values, they should be identified during this step since they would affect the implementation process. Implementation strategies to deal with the present problem should then be outlined. Since the force has individuals who are reluctant to learn new strategies for dealing with the crime, it would be a good strategy to begin with motivating them. This can be accomplished by rewarding the officers who have contributed good ideas towards the