Using Kotter’s 8-Step Change Model to Introduce a Policy Change Related to the Marijuana Opportunity Reinvestment and Expungement Act (MORE) of 2019
The Kotter’s 8-Step Change Model is a framework developed by John Kotter to guide organizational change and improve the chances of successful implementation. It can be effectively used to introduce a policy change related to the Marijuana Opportunity Reinvestment and Expungement Act (MORE) of 2019, which seeks to decriminalize marijuana at the federal level, promote social equity, and address past injustices by expunging records of prior marijuana convictions. Here’s how each step of Kotter’s model can be applied:
1. Create a Sense of Urgency
The first step is to build awareness about the importance of policy change and create a sense of urgency. Advocates can highlight the negative consequences of existing marijuana laws, including how they disproportionately affect marginalized communities, hinder economic opportunities, and contribute to mass incarceration. Statistics showing the benefits of legalization, such as increased tax revenues, job creation, and decreased law enforcement costs, can help stakeholders understand the need for change and the urgency of implementing the MORE Act.
2. Build a Guiding Coalition
It is essential to gather a team of influential leaders, policymakers, community advocates, and legal experts who are committed to the change. This coalition should include members from diverse backgrounds to ensure that the policy change is supported by a range of perspectives. For the MORE Act, this coalition can consist of representatives from civil rights organizations, public health experts, criminal justice reform advocates, and business leaders in the cannabis industry. These individuals can work together to drive the initiative, offer credibility, and secure broader support.
3. Form a Strategic Vision and Initiatives
The guiding coalition should develop a clear vision for what the policy change aims to achieve. For the MORE Act, the vision might be to create a fairer and more equitable society by decriminalizing marijuana and reinvesting in communities affected by the War on Drugs. Strategic initiatives could include expunging records, implementing programs to support small businesses in the cannabis industry, and establishing social equity funds to assist communities disproportionately affected by past marijuana laws. This vision needs to be communicated clearly to ensure everyone understands the goals of the policy change.
4. Communicate the Vision
Effective communication is key to ensuring widespread understanding and acceptance of the change. Advocates of the MORE Act should use multiple platforms (social media, public forums, newsletters, and community events) to disseminate information about the benefits of the act. They can share stories of individuals whose lives have been negatively impacted by outdated marijuana laws to humanize the issue and demonstrate the importance of the policy change. Clear, consistent, and transparent communication will help in overcoming resistance and building broader support.
5. Remove Obstacles
For successful implementation, potential barriers to change must be identified and addressed. Resistance might come from individuals or organizations that benefit from the current laws, or there might be concerns about regulation, public safety, or the potential misuse of funds. Addressing these concerns through dialogue, providing evidence-based information, and working on legislative adjustments can help remove obstacles. For example, if local law enforcement agencies are resistant, educating them on how the act can redirect resources to more pressing issues might reduce opposition.
6. Create Short-Term Wins
Short-term wins are crucial to building momentum. These wins should be visible, unambiguous, and directly related to the change initiative. For the MORE Act, short-term wins might include passing local or state-level reforms that align with the goals of the act, gaining endorsements from key political figures, or successfully launching a community reinvestment program. Celebrating these achievements can motivate stakeholders, demonstrate progress, and help garner further support for the federal policy change.
7. Sustain Acceleration
The momentum gained from short-term wins must be sustained by continually pushing forward and addressing any emerging challenges. Advocates should build on the successes and focus on expanding initiatives across different states, increasing public engagement, and addressing any concerns from critics. This phase may include scaling up education campaigns, enhancing partnerships with local organizations, and continuously monitoring the impact of policy changes to ensure they align with the overall vision of the MORE Act.
8. Institute Change
The final step is to embed the changes into the organizational or societal culture, making them a permanent part of the system. This involves ensuring that new policies and practices are integrated into legal frameworks, and that social equity initiatives are supported long-term. To institutionalize the changes brought by the MORE Act, there should be continuous monitoring, data collection, and policy evaluation to track progress and adjust strategies if necessary. Furthermore, establishing dedicated oversight bodies or agencies to ensure compliance and accountability can help solidify the gains made.
Conclusion
Using Kotter’s 8-Step Change Model provides a structured and strategic approach to introducing policy changes such as the MORE Act. By creating urgency, building coalitions, and ensuring sustained efforts, advocates can help shift public opinion, influence lawmakers, and ultimately succeed in bringing about necessary and equitable reform.
References
Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
Marijuana Opportunity Reinvestment and Expungement (MORE) Act of 2019, H.R. 3884, 116th Congress (2019).
Nielsen, J. A., & Carmichael, J. T. (2020). The impact of marijuana decriminalization on crime: An analysis of federal decriminalization policy. Journal of Policy Analysis and Management, 39(4), 811-829.