IntroductionThe New Zealand Police is the primary agency responsible for helping the community to decrease or reduce crime, corruption and improve accountability for safety and security in New Zealand. There is a need to make changes to the police culture in order to improve the performance of their organization. However, three fundamental errors need to be corrected and will be addressed in this essay. First, there is a lack of a well-established sense of urgency, which can potentially jeopardize the future of the organization. Second, failure to create a strong enough leadership coalition means a lack of communication that results in an absence of leadership and teamwork from front-line staff all the way to national headquarters. Finally, a sub-communication of the vision by a factor of ten that the leader of the organization needs to communicate his visions and strategies. These three mistakes are relevant because they are essential to implementing a change management program. Recommendations are also provided to improve how the New Zealand Police can be strengthened from a management perspective. The sense of urgency is not sufficiently developed. Changes in police culture have revealed some errors in the management of these changes. Building on Kotters' article, 50% of companies have failed in this mistake, by not establishing a great sense of urgency for changes, which means they are not setting the right expectations, the right goals and the right visions for the company, which can potentially jeopardize the future. of the organization. “Without motivation, people will not help and efforts will go nowhere. » (Kotter 2007). As for the New Zealand Police, they want urgent action to change the culture and improve their performance middle of paper...... it's time for them to review the report and change the culture of the police. Better communications and engagement from staff and senior leaders within the police organization will enhance organizational change. The recommendation I made regarding education and communication, participation and building trust among employees will contribute to better improvement of the police culture in the future and its organization. Works Cited Bridgman, T. (2011). Treading the fine blue line: Embedding culture change at New Zealand Police (Case Part A) Australia and New Zealand School of Government Case Program, reference 2011-639.1. Kotter, J.P. (2007). “Driving Change: Why Transformation Efforts Fail.” Harvard Business Review, January: 96-103. Kotter, J.P. and Schlesinger, L. (2008). “Choosing strategies for change”. Harvard Business Review, July-August, 130-139.