Elements of Planned Change Administrators Must Be Familiar With Consequential effects of change in the criminal justice system can be widespread. According to Merino (2012), the effects of the implementation of change or change initiating in the criminal justice system extend far beyond the desired change. Therefore, criminal justice administrators need to have a comprehensive understanding of various elements in planned change to guarantee its realistic and effective execution. The elements of planned change include the stimuli for change, target for change, and implementation stages. The change stimuli give rise to the principle of inputs that inspires the initiation of a change process. Such stimuli are products of an extensive evaluation of the organization’s strengths and weaknesses. The changes in societal factors determine the appropriate change process in the criminal justice system. Social norms also influence the amendments in society. Change targets emerge from the understanding that the center of interest in planned change is perceptible change. Reformers evaluate the change stimuli and find an appropriate means of achieving the perceptible change. Research shows that irrespective of where the stimulus arises from, the change must have a course for reaching an observable target. The criminal justice administrator should understand that change targets often begin at individual levels and rise all the way to the final level of the organization. These targets help criminal justice administrators manage information flows and dynamics in the industry that are significant components of the justice system’s operations (Hart, 1996). On the other hand, the target for change enhances the understanding of the most appropriate location for implementing the change within the criminal justice system. It also allows to clarifying the reason why systems need to be changed and the consequential impact. Further, the change target enables the criminal justice administrator to concentrate on taking into account the change in seclusion from other strategic elements of the system. It also allows the administrator to see the target of change as the actual sub-system. It should be mentioned that the targets of change come in three forms. These include culture, structure, and systems. Although occurring in the three distinct forms, the target for change interacts to generate the narrow system of interest, which is the actual condition that the system should change (Hart, 1996). Another element of planned change that the criminal justice administrator must be aware of is the implementation process. The administration has to implement systems that can enhance the systems. After initiating the change process and transferring the output from new processes to the change stimuli, an organisation can establish whether there is a progressing need for change. The process of implementation is abstractly more undemanding than trying to make the new system work according to the design or plan for change. Notably, experts say that if a change system is not operating according to the plan, then it is incompatible with the entire system, lacks certain vital features, or the administration has failed to implement the change entirely (Hart, 1996). Criminal justice administrators should note the differences that exist among planning, designing, and organising for change, and enhancing the new systems to deliver the desired