Read the following text - http://www.cdl.rutgers.edu/e-leadership/pdf/KimandMauborgne.pdf - and answer these questions:
Identify the different types of decisions that Bill Bratton had to take. Which of these decisions did he support with numbers? What do you think he used them (numbers) for? Why do you think he found them (numbers) useful? What other factors do you think made him a successful manager?
The final decision was to overcome the political hurdle. Bratton anticipated the people who were opposed to change and tried to prepare for their actions. He did that by allying himself with the right people and silencing the opposition “by example and indisputable facts.” Bill Bratton used the numbers to support the decisions he was making. Most of the numbers also showed what was wrong but, they haven’t been analyzed carefully enough. Later on he used numbers to demonstrate the progress which the department was achieved. In the meetings he organized with the commanders, numbers were crucial indicators of the progress or the existing problems. The reason why he found these numbers useful is because he could understand them. He knew that 5000 people living in the subway system indicated that something is wrong. By using his ability to analyze the numbers he was able to dedicate the appropriate resources to each situation which ultimately led to his great success. In my opinion what made him a successful manager is the ability to have such a large amount of people on board with was tough to be an unattainable task. Secondly his ability to analyze things and look at them from a different perspective was a crucial element to his success. A number of times he found innovations and solutions for problems. Looking at it now, the problems seem to be of a simple nature but no one before him took the time to analyze these problems and create a solution to them. All in all Bill Bratton is a true change manager capable of resolving the most complicated situations.
ReplyDeleteWhen Bill Bratton entered the New York Police Department things were falling apart. It was an organization which seemed doomed and there was no hope gleaming on the horizon. As seen from his previous experiences, Bill Bratton was a man well suited for the job. His success lied within the method he used to turn around an organization. There are number of decisions he had to take to implement his methods and to root out the problems. The first hurdle he had to overcome as the text indicates is the cognitive hurdle. To overcome that, Bill had to make a decision to bring all the staff and officers closer to the problem by letting them ride the subway and experience the problem firsthand. To make this decision he probably relied on the numbers indicating fare evaders and polls showing dissatisfaction with the subway. The second decision was to set up the meetings in district 4 between the officers and community members. Bill realized that numbers indicating satisfaction were not correlated to the crime rate, so he analyzed the situation. Second hurdle of the process was resources. Instead of asking for more resources, Bratton decided to maximize the resources he already had by concentrating all the resources on the important parts. This is where the decision part comes in. Deciding where to allocate the scarce resources is an intricate task. After doing some analysis they noticed that the narcotics department was greatly understaffed even a majority of the crimes could be related to drugs. Narcotics department was also given a 7 day workweek because numbers indicated that drug activity is high during the weekends. Another crucial resource decision he made is to place policemen in only in the crime hotspots along the subway line. The whole affair with the subway system led Bratton to discover yet another problem. Officers were reluctant to make arrests on small charges due to the long time it took them to process the arrest. He decided to create “bust busses” which reduced the time to only an hour which in turn increased the number of arrests. His actions led to creation of the Compstat which centralized police information and led to increased efficiency. The third hurdle which needed to be overcome was motivation. In order to overcome it, Bratton decided to motivate only the key people instead of trying to motivate the whole organization. By analyzing the figures he came to the conclusion that motivating the 76 commanders is going to be much easier and efficient and in turn they will motivate their subordinates and their subordinates will motivate their subordinates and so on. Framing the reform was another clever decision Bratton took. It allowed everyone to embrace the goal by doing a small share of the work and make the goal seem more attainable.
ReplyDeleteZlatina Stamenova
ReplyDeleteBratton is acknowledged for his cooperation in turning New York in the safest large city in USA and after all changes he did, crime rates decreased with the impressive number of 20% New York crimes` rate turned into the lowest among 25 big cities in USA. He has 20 years experience in turning around public organizations with limited resources. He is responsible for turnaround of MBTA, the New York Transit Police, Boston Police, NYPD ( New York Police Department).
Bratton succeeds in the record period of time, very rapidly, overcoming all difficulties which managers faced up with, such as “limited resources, demotivated staff, opposition from powerful vested interest, status quo.” So we can conclude that his performance is managerial and strategic at the same time. His strategic thinking helps him to manage all of his turnaround processes and be successful in them, because he is relies on “ tipping point leadership”, which basically means be dependent on what happens insight the organization and unify employees` beliefs and energies in order to start possible changes. This is four-step decision making process and all of these steps together bring fast and essential changes in reorientation and execution. He has taken several types of decision using this theory in order to manage with cognitive hurdle, motivational hurdle, resource hurdle and political hurdle. He unify employees` beliefs in order to achieve a major turnaround in the fortunes of the New York Transit System with showing directly to organization its problems and finding new ways to communicate; go around resource hurdles; showing people firstly their real need for changes and how it is possible to achieved instead of limited resources, and in the end coping with political hurdles and vested interests.
As I mentioned, he relies on “tipping point leadership” theory, so he made several types of decisions based on this theory. His decision support system began with overcoming of cognitive hurdles, which means organization`s impossibility of understanding current problems and need for changes. What he did, in difference with what most of CEO did – put numbers which companies should achieve, he did not rely on numbers, but on companies` operational changes and communication between people. The most important thing is understands of a need for changes, once it happened it is easier and faster to develop strategies and manage with all problems. So he faced managers directly with all operational problems. For example, in New York, he reassumed from the statistics that 3 % of the city`s crime were committed in subway, so what he did was require all transit police officials instead of using cars for work, meeting to began ride a subway, in order to face with the real situation and people`s concerns of safety in these public places.
Zlatina Stamenova (part 3)
ReplyDeleteAlso these numbers help them to create secure and insurance for people when he tried to found a way to manage motivational problem. He identified key influencers. It is not enough only to recognize need for change, but also want to do it –“ employees movement.” Key influencers in this case are people inside and outside the organization and relationship between them, he describes them like “infiuencers act like kingpins in bowling, when you hit them just right, all the pins topple over”. So his way to motivate them is to put all of them in the scene. The most essential, useful and significant reform he did, is all these weekly meetings with commanders. Everytime one of them is responsible to present and explain information from COMPSTAT database report. He found helpful usage in number in the way keeping track of events and reported. How these meetings exactly overcome motivational problems? They changed organization culture. It is chance for everyone`s improvement, because in the end each of presenters receive evaluation. It builds team strengths and everyone`s chance to be winner, Bratton put different challenges for everyone, for example, polices on the street are responsible to block cops beats, commanders are responsible to make their district more safety, borough make their borough more safety also. There are specific goals and responsibility for each member of police department. How he manage with political hurdle? He created coalition with the most powerful allies and put respected figure in the top in the team. He and his office isolated courts which was opposed his zero-tolerance policy out of feelings like fear. He closed resistance from powerful opponents.
To sum up, he made several types decisions, related to tipping point leadership in order to manage around limitations on funds, manpower by concentrating all available resources on the locations that most need change and payoffs. He relies on statistic numbers, introduced COMPSTAT crime database and depends on the number to made changes within the department. I think he is perfect example of strategic thinker, his skills turned him into successful manager. In order to overcome limited resources, he stands behind numbers in order to allocate resources. He strategically convinced and motivate people, because he clearly knows what he wants, how to do it and what is the benefits from these activities, and these benefits are not only for him, but for population. Knowledges and spirit he had are a perfect combination of qualities which turn a person into leader. All of his knowledges and past experiences help him to lead an organization to go forward same goals and achieve success in what they all are doing.
Zlatina Stamenova ( part 2)
ReplyDeleteOne of the key elements in his approach is sidestep the resource hurdle. It’s important, because the problem which is automatically occurred after recognition of problems and need for changes is limited resources which organization has. So what mainly managers did, is fighting for more resources, wanting resources from shareholders and banks, and what Bratton did is to manage with available resources and make changes possible with them. He turned into numbers their operational changes and what he actually changed and did is focusing on the “hot spots” and negotiates with organization partners. This element shows all challenges which an organization faced with in its reoriented and formulated strategy. So for this strategy he relies on numbers. Bratton adopted COMPSTAT – computer statistic system in order to mapping crime hot spots and after that is able to clean up the locations using law enforcement. With the implementation of this statistic system is easier to prevent crimes and identifying at-risks citizens. He required, during departmental meetings, all police districts of the city report problems in their areas and analyze crime statistic in every particular location, time and police resources in order to achieve reduction of total amount of crimes. Also he concerns not only reduction of serious, but small crimes, so one of the tools, he used, called “quality of life enforcement” resulted in decreasing of small crimes like panhandling, prostitution in order to make streets more safety for people. For these decisions he used numbers, and he found them useful, because numbers show him exact number of crimes in every location also helps him to map crime spot, so in this way he save time and manage faster with the current problem. For example, he turned into numbers all mistakes and concluded that: ”responding to 911 calls was the top priority, as a result, less than 5% of the NYPD's manpower was dedicated to fighting narcotics crimes… a narcotics unit consisting of less than 5% of the police force was grossly understaffed, maple pointed out.” So he changed organization`s approach to be more concentrated where there is the need actually. All of these changes and decisions were made during departmental meetings, which are very important, because communication is essential part for every organization to understand current situation and together enhance problems. Also his strategy is depended on the leaders qualities he posses and responsibility of his initial force to reduce crimes. He made commanders in 19 areas responsible for its district and report in every meeting. He relies on numbers, because he believes crimes can be reduce not by usage of more resources, but understanding and analyzing current resources. He relies on COMPSTAT crime database and used numbers from reports for targeting and retargeting. Also he replaced resources he does not need for those ones he does need. He made comparison between strategy and allocation of resources, which called “canvas strategy”. For instance, he reduced time officers spent processing and introduced mobile processing centers. He used numbers and he used them for supporting his decision and benefits from them, and also to establish this computer database system.
..
In order to ensure his success and be able to implement the changes that are necessary in each city’s police department, Bill Bratton uses a technique called the “tipping point leadership”. Since there are four main reasons for the failure and problems, one of his main advantages was the short time he needed to solve all four: the status quo, limited resources, unmotivated staff and opposition of interests. In each area he used different tactic to implement the decision he had taken.
ReplyDeleteBartton had to build a plan to follow in order to be able to implement the changes he wanted. He had to build a strategy which would deal with the problems one by one: he couldn’t make any changes before he made people around that changes are necessary. He had to identify and allocate properly his resources before he could move to motivating the staff. Last he had to deal with all the external and internal opponents of these changes.
His first decision was to make all the staff officers take the subway to work, meetings and at night in order to show them that despite the fact that only 3% of major crimes happen in the subway, the conditions there were a perfect setting for many other smaller crimes.
His approach of taking the MBTA’s general manager for a two hour drive around with the small squad cars the boarded wanted to purchase to show him how inefficient and uncomfortable they are for the policeman, was one of Bratton’s strategic moves to put the officials in the shoes of the policeman and this way prove his point. Bratton did not have to persuade the general manager with words, but he rather took the decision to show him by experience the problem with the squad cars. He sensitized his superiors with the existing problems in order to gain their support and without having to further argue or defend his position.
The last act he took a similar approach for was insisting on meetings between the police force and the communities in District 4, in order to establish better communication and solve the paradox of the seemingly high performance of the police force to the complains of the people. The meetings established the gap between what policeman and citizens focused on: serious offences and murders were the main concern for the police, while communities were bothered by the large amount of small crimes such as prostitutes, panhandlers, broken-down, cars left on the streets, drunks in the gutters, filth on the sidewalks.
Furthermore, Bratton saw that lack of communication was not only external problem, but also internal within the police, so in order to solve that he took the decision to hire an outside communicator in order to change the flow of information. Many of the assumptions and decisions that the police officers took were based on one of the heuristics: availability of information. He recruited John Miller to provide information that would shift their knowledge and opinion on certain events.
All three actions Bratton took were based on the same concept: the problem in all 4 cases was the availability of information or the lack of own experience with a certain issue.
The next step for Bratton was to overcome the resources hurdle. In order to do so, he decided to concentrate the resources available to him in the places which required changes the most and would have payoff the most if problems were fixed. The problem here was that he had to make everyone what is wrong with their own practices and then help them in solving them. In order to do that he decided to use numbers. He did than because numbers, such as number of crimes and percentage of total crimes, and facts, figures that cannot be argued against. Bratton used numbers as his proof and to his benefit to show everyone the major changes that needed to be implemented in each area. The figures showed that only 5% of the manpower in NYPD was appointed to fighting narcotic crimes, while the general assumption of all the chiefs in NYPD was that narcotics were somewhere between 30 % and 70% of the total crimes. Most of them said 50%, which did not correspond to the 5% staff appointed to these crimes.
ReplyDeleteAfter examination of the figures, Bratton also found out that there was an existing problem with the subway crimes. In order to solve that, he took the decision to first investigate and then instead of increasing the resources required in the subway he targeted the hot spots: the few particular stations where crimes are committed. He also switched uniformed officers with ones dressed as civilians in order to send a message to the criminals, that lack of uniforms does not mean lack of control.
Another problem, Bratton had to solve was concerning distribution of time. He discovered that officers spend 16 hours per arrest form booking the suspect, to filing the papers of the incident. This not only took a considerable amount of the time required for different activities, but also unmotivated the policeman to arrest criminals for minor violations in order to avoid dealing with the 16 hour process. To solve this, Bratton took the decision to create the “bus buses”, which was converting old buses into arrest-processing centers situated close to the subway stations. This way he managed to decrease the paper work to only one hour per arrest.
The next issue to overcome for Bratton was to show the employees the need for a change, so he could turn his strategy into a movement. From his own experience, he knew that as in every organization, each police department had influencers: the few people who had power for one reason or another and the ones he needed to push, so everyone else would follow. This strategy was to identify the ones on the in and outside and get his to support his ideas and plan. One of the decisions he made was to organize meetings, where different commanders were put in the spotlight and this way push everyone to perform better.
When taking his decisions, Bratton had to take into consideration also the opposition he might find from inside and outside the police department: the naysayers. These are the people who would try to prevent changes because they benefit one way or another from the way things are at the moment.
All the changes Bratton implements are aspects of a strategic decision he took when he was hired: to identify the weaknesses in NYPD and fix them. Each one of these acts had the purpose to change a specific problem, and was broken up into series of goals in order for both Bratton and the different levels within the police department to feel involved in the process and to know their contribution. As Bratton said, New York’s street should be cleaned out "block by block, precinct by precinct, and borough by borough."
One of Bratton’s strengths as a manager is also his understanding of the importance of politics plotting and intrigue in order to implement s successful change. This is how he knew he had to approach the mayor in order to get the courts in NY to agree and collaborate with the changes implemented in the police department.
Tonka Zlatinova (part 2)
ReplyDeleteBratton defeated the political hurdle by “identifying and silencing powerful naysayers”, who are people likely to confront changes, before they can affect the change process. John Timoney was assigned to identify the key players in this game of politics. An operational system was developed so that no increase in workload will be experienced. Gaining the support of the mayor, Bratton assured political stability and media coverage of the zero tolerance policy to improve the quality-of-life crimes.
The decision that Bratton that had supported with numbers was the one to overcome the resource hurdle where he pointed out the difference in statistical data for narcotic crimes as opposed to what the organization is covering. This data shows that only 5% of the department works in this sector when 30% to 70% of the crimes were caused by narcotics. He also used statistics to underline a more accurate allocation of resources when he focuses on subway cop coverage on only the most dangerous lines and reduce the processing time by introducing “bust buses” in order to improve on performance and motivation as well as subway crime. He used all the statistical data to support his decisions and more clearly demonstrate the benefits of the changes he wanted to implement and calculate the probability of the events to occur. He used this data not only to sustain his decision but also to develop the so called Compstat crime database used to identify hotspots of crime occurrence, on which to focus resources, based on statistics of weekly numbers of times and locations of arrests on all levels of the organization in order to effectively target and distribute their assets. The numbers were also used as motivational tools so that the police units can feel more comfortable in the implementation of each change based on statistical data.
I believe that Bratton found numbers useful in order to determine where he should focus working on and how much. He used the numbers to create more certainty about the decision and the changes he wants to enforce and build up more confidence about their successful carrying out. He needed to convince other of the rightness of his action as well. Being able to fall back on statistical data makes people more sure of the decisions they take, it makes them feel come positive and motivated to bring them to a successful end. Bratton found use of the numbers to also develop a database so that he can follow statistics more easily and keep track on the events in order to assure the accuracy of his actions and keep motivation levels on an ongoing basis.
Besides the numbers and statistics, I find Bratton good at strategic thinking and a clear view of what he wants and where he wants it. His entrepreneurial thinking led him into finding clever solution to important problems with limited resources, political interest, demotivation and status quo. All of the decisions for change he made were strategically used in order to convince the people around him of the attributes of his assessment. Acknowledging the importance of each tipping point and his leadership skills made him a successful manager. Contributing to this fact, he has recognized the importance of convincing all stakeholders in the rightness of his actions. When the whole organization is working towards common goals, success is more likely to occur.
Tonka Zlatinova (part 1)
ReplyDeleteBill Bratton is a great example of a leader that is focused on achieving goals with a zero tolerance policy and with minimal resources, following only on strategic thinking and accurate estimations. Coming in charge of the New York police department, he had some changes to reinforce in order to find solutions to problems of “limited resources, demotivated staff, opposition from powerful vested interest, status quo.” In the article, he is demonstrated to have taken several types of decisions to overcome cognitive hurdle, motivational hurdle, resource hurdle and political hurdle by focusing on availability heuristics so that he could implement the changes he wanted to in order to ameliorate the performance of the department.
The cognitive hurdle is a type that provides a decision making process that allows for more communication channels and straight forward view of the problems that need to be solved. Being a tipping point leader, a leader that uses the present resources and human power collided to achieve the common objective, Bill Bratton successfully communicated the need for change to managers by demonstrating face-to-face what needs to be changed in order to increase performance. He used this approach when making senior staff officers use the subway as a means of transportation so that they can witness the need for more order and safety to the public. Furthermore, Bratton attributes a similar approach to demonstrate the lack of value of purchasing small cars for the police department by taking the general manager on a trip with one of those cars. He also used the cognitive hurdle overcoming approach to point out the perception gap between the performance of the police men of District 4 and the citizens and produce an open communication among them leading to change in priority to satisfy residents. Overcoming the cognitive hurdle requires a lot of communication and, in order to do so, Bratton implemented video messaging to bring him closer to the people he had to convince.
Resource hurdle prevailing approaches allow for a focusing on what is important with no extra resources and bargaining with partner organizations. As opposed to other managers who demand capital, Bratton’s strategy is to concentrate on the key areas in need of change which are the ones that will bring more value in return and allocated the internal resources to them, however with zero tolerance policy. Using statistical data, Bratton demonstrated that less that 5% of NYPD was working on narcotic crimes which account for the basis of 30% to 70% of crimes. As a decision, Bratton assigned the staff so that more will be on duty during weekends when most narcotic crimes occur. Bratton strategically placed the resources for subway cops only in most dangerous lines to reduce costs. In order to speed up the processing form 16h to 1h, he demonstrating the bust busses to transport arrested from stations with no extra resources (bust buses were old buses converted into processing centers).Another part of overcoming resource hurdles is the exchange or cars and office space between transit unit and New York Division of Parole in order to fit each others’ specific needs.
Overcoming the motivational hurdle is achieved by distinguishing the need for change and how it can be realized to reach the organization’s tipping point. Bratton recognized the value in focusing on strategic people throughout the organization so that everyone is reached at the end. 76 precinct commanders were chosen as influencers of their subordinates through presentations on the development of the precinct based on data from the Compstat database. Bratton also decided to frame the reform challenge "block by block, precinct by precinct, and borough by borough" to make the goals attainable and the people motivated to perform.
eugenio ramirez
ReplyDeleteIn his NYPD meetings he asked people to estimate narcotic crime. the lowest came with at least 30%. The reality was that it only represented. He realized that the squad did not worked on weekend when the where most of the drug occurred. He decided to relocate the staff and resources. his proposal was accepted. He realized that people from the forced overestimated drug crime. It was a low figure but it could still improve.
The next situation he was facing in the NYTD he had to reduce the needs of resources. The money was being used to increase cops in the subway covering the 700 entrances . He saw that this could be resolve not by throwing more resources but by targeting those resources. The crime was committed in a few stations and a few lines. He decided to relocate staff and resources. His proposal was accepted. This strategy is all about numbers its about relocating figures. Number of comps used before and after. crime reduce before and after. He used the numbers to plan his strategy, organizing them in the correct way that they should be.
Compstat crime was created driven by his success.
When he was Chief of the NYCTD, the transit unit had excess of cars but limited office space The NYCPD in the other was had excess of office space and lack of cars. He decided to trade. In this strategy he takes the numbers as the space available and relocates them to distribute the right resources to each department.
He solved the motivation problem by singling out the key influencers. Inside and outside forces trying to block access to resources acting like king pins in bowling. He decided to institute a semiweekly strategy review with 76% of the commanders, which managed from 200 to 400 officers. Attendance was mandatory for all senior staff including three stars chiefs. Used project maps and charts based on Comp stat . They focused on strategic spots. Commanders showed and explained in detail how they achieved their success He used the numbers to established the rule of attendance. The amount of commanders and officers they managed. In this was he could distribute the people and resources focusing on the hot spots.
When he decided to go for the approval from the court to accept the zero-tolerance policing he faced several political hurdles. He decided to build a coalition with the other independent powers in his realm. He solicited support from NYC mayor Rudolph Giuliani and the press . The policy was approved.
Eugenio Ramirez
ReplyDeleteBlog 3 Answers
In this report I will describe the most significant situations different situations William Bratton faced during his career as a law enforcement police. In each situation I will include the different types of decisions that Bill Bratton had to take. Decisions did he support with numbers. What do I think he used them (numbers) for? Why do I think he found them (numbers) useful? and other factors that made him a successful manager
The first one stated in the text happen in 1990 when he was in the NYTD. The subway crime represented only 3% of the total crimes committed in the city. This gave little concern for safety from the police. Barton decided that all transit officers including him would use the subway to attend meetings. After a period, law enforcers saw the reality of the subway, full of gangs, aggressive beggars and homeless people. The subway was a place of fear and disorder. The force could not change with this reality. He reduced crime in felony by 22% and robbery to 40%. In this decision he knows the knew that the subway crime represented only 3% and that was one of the reasons police did not concern about it The we can in the how the crime reduced due to this change .
The second situation was when he was an agent in the MBTA Boston Subway. The board decided to purchase small cars because they were cheaper. Bratton decided to use an approach to sensitize his superior to his problem. In this case he invited the manager for a tour in a similar car to the ones they where acquiring. The manager realized it was unsafe and uncomfortable. Barton got bigger cars. In this strategy he doest not rely in numbers but in approach.
rita benmakhlouf
ReplyDelete2) He used numbers to help him organize himself mostly, and organize the people according to his decisions and ideas. However it helped him pointing out some points in his second decision which actually was “resourcing the hurdle”. Using percentages and numbers he illustrated how priorities were divides in a wrong way. He also had used some statistics to illustrate the important priorities and how the tasks would be divides under those priorities. He actually divides the grouping of police officers into a better way, by adding more police men where needed and subtracting one that is not necessary form a place. Those subtracted are the ones that are added to the other groups. He actually divided the time for police officers between the office and the streets for paper work.
3) Bratton found numbers useful in dividing tasks, organizing the groups, organizing the time, and in adding and subtracting what is needed. It helped him keep track of which should be where and how things would work. It helped him illustrate his thoughts and presenting them in order and lay them clearly. Basically the numbers he used helped him organize his decision in grouping the cops, organizing the working time, and keeping count of everything happening.
4) the factors that made him a successful manager is that he believed in what he was doing strongly, he believed that this change would enhance the security of the citizens. His motivation to this change had actually given him enough streghth to persuade other commanders and people with great influence that his plan was necessary for a better and safer state. He chose very critical points, and targeted people that would understand his strategies and got help from them. He was not only wanting to give others and just publish strategies, plans, and figures to became famous; meaning for his self interest. But he made sure all of this was put into place, and toll action. He made everyone responsible for their own actions which made people more concentrated in their ob and being very attentive, because they knew they wouldn’t be able to blame anyone when they get face-to-face with them. They focused on their goals and did their best job to achieve them staying very responsible and careful with their actions.
rita benmakhlouf
ReplyDelete1)Bill Bratton took many essential decisions that had a big impact on the management of NYPD, it has decreased the crime rates by 39%, murders by 50%, and theft by 35%; this actually made New York one of the safest states in the USA. Bratton’s decisions were the main factors to this huge development which actually made him famous. One of his most important decisions was to actually work as a team by implying the method of tipping point leadership. One of his first decisions was to break through the cognitive hurdle this actually proposed to bring the people under the organization and combine their work, accept the strategies, the decisions made for the needed change. This actually would clear out the conflicts within the organization and defying the blames on each other. It would basically lay out the treat and clear out critical situations. The second decision taken by Bratton is the “side step the resource hurdle”, this decision was more concentrated on getting the resources for making the change within the organization. Bratton focused on the resources on places that need the change most, instead of just gathering resources from “the Bratton’s zero-tolerance policing”. The third decision that was made by Bratton was the “jump the motivation hurdle”; this last one illustrates the acknowledgment of change should be changed with the will of apply the change. He came up to this decision by concentrating on the major internal as well as external influencers that relate to the organization. After identifying those influencers and actually motivating them, he believed that the motivation flow would spread around to everyone since everyone ends by changing, as they say “only stupid people don’t change their opinion”. The fourth and final decision was the “knock over political hurdle” this briefly describes how he would eliminate the opponents by dividing the external opposition connected to the organization and quiet the internal ones. While using this strategy he worked with the Mayor of New York who eventually has a great influence on the social networks and organizations. Working with the mayor actually permitted him to control the resistance.