Abstract
The major theme of the paper is the need to design correctional organizations that can respond to change. "Adaptive innovation" is defined as a reaction to a situation after the fact; it is the kind of innovation most commonly en countered in corrections. "Planned innovation" is defined as a response to a need in advance of the situation that actively demonstrates the need; it presupposes a system that is designed to respond to change. Several problems encountered in de signing for change are discussed. The writer sees the need for a design phase in program-development prior to the plan ning of specifics for action in order to ensure an eventual pro gram that is not based on unexamined concepts and contradic tory goals. Also necessary to innovative planning is an environment that protects planners from the decision-making world without isolating them from it. The need for research and evaluation of correctional practices is stressed. Tasks as contrasted with functions are seen as highly amenable to measurement and evaluation, and correctional organizations that emphasize task-orientation over functional performance are advocated. Lastly, the need to view change as a process rather than as isolated single events is emphasized. Correc tional organizations of the future must be designed on flexible forms that permit planned innovations in response to changing attitudes, values, technology, and laws.
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