The Department of Justice (DOJ) is faced with numerous kinds of cases that they need to handle, including cases of youth violence. As a great form of leadership, the leaders in criminal justice can play a leading role in solving the problem of youth violence before it reaches the criminal justice level. As an adaptive problem, youth violence is not a clear-cut conundrum like a technical problem that has a clear-cut solution; for example, a gunshot victim being wheeled to the emergency room. An adaptive problem requires more engagement in providing possible solutions that, when combined, yield a better solution. The same aspect applies to technical change and adaptive change, respectively.
The kind of problems the DOJ handles are mostly adaptive problems. With the prevalence of serious adaptive problems in the DOJ, leadership factions are at risk of being overwhelmed – an aspect that could cause loss and later pain. Therefore, there is a need to address problems like youth violence before the issue gets to the criminal justice system. However, leaders are agents of change, and they require persuading their followers to achieve objectives (Stonehouse, 2013). In this retrospect, technical change is well received, given its simplicity, while adaptive change is complex to adopt. But change is not always well convened by everyone; therefore, leaders in the DOJ are likely to face some resistance when addressing the youth violence problem.
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The youth are the younger generation in society. The majority of constituents in the DOJ are parents or were parents at some point. Each one of them has a preference in the manner they raise/ raised their children. As such, such opinions may be carried into solving the problem of youth violence rather than following the leader’s scientific approach to the problem. The traditional resistance from staff could hinder the progress towards solving the problem (Cornescu & Adam, 2016). Leadership in the DOJ is required to consider resistance to change as one of the challenges they are likely to face. As part of the adaptive problem, they should plan on the different measures of addressing the resistance or else fail to solve youth violence.
References
Cornescu, V., & Adam, R. (2016). Organizational Change — Managing Employees Resistance. Challenges, Performances and Tendencies in Organisation Management , 381–389. https://doi.org/10.1142/9789814656023_0042
Stonehouse, D. (2013). The change agent: the manager’s role in change. British Journal of Healthcare Management , 19 (9), 443–445. https://doi.org/10.12968/bjhc.2013.19.9.443
