Change and learning among Oklahoma Department of Corrections staff.

Abstract

Although change and learning studies have been done to connect theoretical models of innovation diffusion and change theory, most have been limited to qualitative data. A survey based on the theories of learning and change was distributed to professionals who work in the Oklahoma Department of Corrections in order to evaluate the understanding of how learning is related to change and innovations. The study presented explanations of how and why changes were made by professionals in the Oklahoma Department of Corrections. It focused on the nature of the relationship among images of change as described by the respondents, the types of changes made, and the use of resources in the learning process. Of the 398 employees who were defined as "professional" staff, 180 useable responses were received. Responses indicated that a variety of resources were used in the learning process and that the role of the supervisor in implementing change is very important. It was also determined that the large change can best be predicted when work environment factors combine with the support of community and friends. Regulations were negatively associated with both large and complex change.