First, market the idea. The best way to market a new policy or procedure is to get staff involved as stakeholders in the process. Second, manifest self-confidence but not hubris in proceeding to implement change. This means remaining open to suggestions from veterans in the organization and listening to dissenters. Third, build a track record of successes. Begin implementing the new policy or procedure with activities that can be accomplished quickly and successfully. Early failures not only impede progress but also undermine staff morale. Fourth, address corrections paradigms. Correctional managers must challenge their staffs to begin with a new premise and to break patterns that no longer serve a purpose. Fifth, monitor and evaluate change implementation. Managers must monitor the implementation, ensure that deadlines are met, make revisions, and do whatever it takes to make the change successful. Finally, share successes and learn from failure. Share the success by acknowledging all those involved, and learn from failure by identifying its causes so they may be avoided in the next effort. 4 references