The ideal approach to creating change in any organization is to apply a realistic, deductive method of planned change. In the area of ​​planned change, implementing a program involves an eight-step process. However, four elements are fundamental to any action plan that will create an environment conducive to the planned changes. Planned change requires that those responsible for making decisions are not only rational, but also have access to specific information relating to the plan, as well as the absence of time and resource constraints (Stojkovic et al., 2008). The four key elements of planned change help ensure success in taking a rational approach to significant change. The four elements necessary for substantial change are innovation, accountability, leadership that will challenge historical routines, and commitment to change. In the field of innovation, it is important to note that successful change cannot occur in a passive environment and that a proactive approach to planned change is necessary (Stojkovic et al., 2008). Just as planned change cannot succeed without innovation and a proactive approach; A proactive approach to holding decision-makers accountable is also necessary if the planned change is to succeed. Although many organizations have already established accountability guidelines, they are not free from some degree of corruption (Stojkovic et al., 2008). To implement planned changes that will be beyond reproach, an accountability system with safeguards in place to limit corruption is necessary. The third element necessary for planned change is that there must be acceptable leadership that is not afraid to challenge the status quo. . Middle of paper ...... is an insider who will guide the forces of change while simultaneously changing the climate in positive ways (Stojkovic et al., 2008). The entire concept of organizational change being handled sensitively, the whole culture being taken into account, contrasts sharply with the paramilitary model in which the climate is not conducive to change. Large police departments and corrections systems are organized according to a bureaucratic hierarchy. They have a clear chain of command riddled with formalities that often make it difficult to implement any type of change (Stojkovic et al., 2008). The top-down hierarchy only looks at the organization as a whole, with top-level administrators making decisions for everyone. Lack of concern for subordinates often creates a climate of hostility which can often lead to insubordination, but leaves little room for change..