Wasted Honor -- - Say What you Need To Say......: Rejecting change

Wasted Honor -

Carl R. ToersBijns is the author of the Wasted Honor Trilogy [Wasted Honor I,II and Gorilla Justice] and his newest book From the Womb to the Tomb, the Tony Lester Story, which is a reflection of his life and his experiences as a correctional officer and a correctional administrator retiring with the rank of deputy warden in the New Mexico and Arizona correctional systems.

Carl also wrote a book on his combat experience in the Kindle book titled - Combat Medic - Men with destiny - A red cross of Valor -

Carl is considered by many a rogue expert in the field of prison security systems since leaving the profession. Carl has been involved in the design of many pilot programs related to mental health treatment, security threat groups, suicide prevention, and maximum custody operational plans including double bunking max inmates and enhancing security for staff. He invites you to read his books so you can understand and grasp the cultural and political implications and influences of these prisons. He deals with the emotions, the stress and anxiety as well as the realities faced working inside a prison. He deals with the occupational risks while elaborating on the psychological impact of both prison worker and prisoner.

His most recent book, Gorilla Justice, is an un-edited raw fictional version of realistic prison experiences and events through the eyes of an anecdotal translation of the inmate’s plight and suffering while enduring the harsh and toxic prison environment including solitary confinement.

Carl has been interviewed by numerous news stations and newspapers in Phoenix regarding the escape from the Kingman prison and other high profile media cases related to wrongful deaths and suicides inside prisons. His insights have been solicited by the ACLU, Amnesty International, and various other legal firms representing solitary confinement cases in California and Arizona. He is currently working on the STG Step Down program at Pelican Bay and has offered his own experience insights with the Center of Constitutional Rights lawyers and interns to establish a core program at the SHU units. He has personally corresponded and written with SHU prisoners to assess the living conditions and how it impacts their long term placement inside these type of units that are similar to those in Arizona Florence Eyman special management unit where Carl was a unit deputy warden for almost two years before his promotion to Deputy Warden of Operations in Safford and Eyman.

He is a strong advocate for the mentally ill and is a board member of David's Hope Inc. a non-profit advocacy group in Phoenix and also serves as a senior advisor for Law Enforcement Officers Advocates Council in Chino, California As a subject matter expert and corrections consultant, Carl has provided interviews and spoken on national and international radio talk shows e.g. BBC CBC Lou Show & TV shows as well as the Associated Press.

I use sarcasm, satire, parodies and other means to make you think!!!!!!!!!!!!!!!

Tuesday, July 28, 2015

Rejecting change - the process of rejecting progress

“He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.”

The process of change can be painful or beneficial. It depends mainly on the preparation and circumstance for the need of change. Some changes can be approved, while others should be looked at and if not appropriately prepared or explained, tend to be rejected. Change rejection happens too often in corrections. The hesitancy or reluctance to bring change, is simply not justified in most cases and should be addressed by someone who makes policies and decisions.

Most of the time, change is rejected due to ambiguity put into the decision and making the statement without a proper foundation of facts or other relevant information. One needs to learn how to execute change properly. In order to acquire an acceptance criteria, you have to work hard to put the matter at hand out there for criticism and feedback.

Before it is rejected, one should take the time to explain the purpose of this change and how it will impact culture, organization, performance, productivity, accountability and other relatively personal issues. One does have the option to postpone change or a decision.

One does not necessarily have to reject a proposal until all the criteria or concerns are met. If it is simple, you can make a deal to move forward and gain the approval when all the missing elements are available and delivered to you for your final presentation and approval by the decision maker.

Acquiring the appropriate level of confidence, performance or integrity for such a decision must be done with due diligence and if urgent, you need to reschedule the discussion just so you can gain an approval to proceed upon completion of the project or change maker.

However, make it clear to those involved and coordinating this change, that by not having everything ready the first time, they use more time of everyone involved, than it is really necessary and risk losing the momentum for positive change to occur. Success is based on preparation and taking into the full account of the human factor.

Being organized and implementing change through positive steps or stages can be difficult and time consuming but in most cases, change can be positive.