Reconceptualizing organizational change in the Comprehensive Gang Model

Abstract

Organizational change and development is one of the cornerstones of successful crime prevention and intervention efforts, yet it has received little empirical attention in the areas of crime and justice. This lack of empirical attention extends to the national Comprehensive Gang Model, which explicitly states that organizational change and development is a key strategy. Borrowing concepts from the management field, the authors argue that the Comprehensive Gang Model should be reconceptualized so that organizational change and development is the foundation upon which other strategies are built. Application of this re-specified model is demonstrated through a case study in central Massachusetts utilizing learning communities as a vehicle to obtain sustainable change. Assessment of the organizational change and development is also discussed.