Based on the report below and answer the question: 1. An introduction including a summary from each department head of the different challenges arising from the initial diagnosis. 2. A collaboration of the overall goals and 'new look' for the combined department moving forward. 3. Strategies and interventions being considered (no more than 2 in total: top-down approach). 4. A summary explaining why you think this will work.

1. Introduction This report is a synthesis and analysis of aspects related to organisational change, including proposing changes, managing risks, and predicting future performance. With the goal of better understanding knowledge as well as practising the application of knowledge in real situations and real organisations, especially analysing how organisations can use artificial intelligence (AI) assessments to find appropriate change directions. This analysis will be divided into two main parts: part one, using diagnostic tools to identify the problems the organisation 1s facing, along with that tool is to evaluate the results that Al has analysed to get the most complete view. Part two, through models, the article will mention some difficulties and risks before and after the merger. 2. Diagnostic Tools Applied The Department of Crime and Justice is one of four departments proposed for merger. As the name suggests, this 1s the department that undertakes responsibilities and work related to the legislative, executive, and judicial aspects of the government. With the purpose of protecting the common security of the community, meeting and ensuring the rights of the people regarding the law, the actions of this department are always based on the core values of Integrity - Ethics - Accountability. Forecasting tools all agree that this merger will have certain challenges and obstacles as follows: changes in orgamsational culture, difficulties in building a new administrative framework due to the nature of the merger. The different nature of each department, the complexity of the technology system after the merger, issues related to human resources, budget changes and people's lack of adaptation. Among them, the most prominent challenge is the reaction of internal personnel to change because they are the ones directly affected. According to Schein's (1985) iceberg theory, visible corporate cultural elements (vision, habits, goals...) are formed from beliefs, relationships, and laws. unwritten in a work environment of a specific nature such as a law-related environment. Merging into highly social parties will change this habit and cause unpredictable reactions. Having to rebuild organisational culture from scratch is challenging for both managers and employees. In addition, change will create a fear of being fired by workers due to overlapping positions and loss of control over the future, thereby creating a hostile attitude among them, causing a decrease in work efficiency. Without specific communication and clear communication of the vision to understand the nature of the merger, employees will not be able to operate the department effectively (Lewis, 1998). However, this merger also brings many benefits when it comes to optimising resource use, enhancing communication, and simplifying processes to help work be processed more quickly. Information can be immediately sent to the department in charge, which can promptly respond to people's needs. Other resources will also be utilised such as common human resources, common facilities, etc. This will help save a large amount of budget for operating agencies, helping to create economic efficiency after organisational merger. The management of high- level agencies will also be more optimised because instead of having to receive 4 reports from 4 different departments, the report can be synthesised and highlight the main ideas that need attention, helping high-level management identify urgent issues that need to be resolved quickly and accurately. Al is used to provide a comprehensive view of the pros and cons of organisational mergers. Al's diagnoses are quite accurate about factors that may occur before and after the merger. In addition to similar assessments with other tools, Al provides additional assessments of political opposition of relevant parties if closely related to interests. This is a new assessment as other tools have not clearly analysed the impact of multi-partyism in Australia on changing the organisation of political agencies. In general, the tools have promoted their strengths in analysing the potential of divisional mergers. These predictions will be analysed in detail in the section below, to clarify the challenges that need to be resolved before merging. 3. Analysis To further analyse the resistance to change, Lewin's model will be applied. Driving Forces Restraining Forces Figure 1: Field theory by Lewin (1947) According to Lewin's model, change is influenced by two forces: driving forces and restraining forces. Driving forces are the factors that promote change, restraining forces are the factors that restrain change, and once the driving factors overcome the restraining factors, change will have to happen. About the merging departments. There is a lot of resistance to this change. First, it is necessary to specifically assess the difficulty of accessing services for people and communities. These organisations operate with the purpose of bringing benefits to society, so if the merger causes confusion among people due to changes in service usage habits and inaccessibility, it will be contrary to the law. highest goal, turning change into a disaster. From there, the organisation operates ineffectively and will worsen health, housing, and crime problems. Another obstacle 1s the difficulty in unifying different departments on a common system. This requires new processing and reporting processes, and new information technology and storage infrastructure. According to the Technology Acceptance Model (TAM) developed by Davis (1986), he pointed out that if employees feel that adopting new technology does not bring significant different value to their work, they tend to object. for the application of this new system. These are huge resistances to change. For the Department of Crime and Justice specifically, personnel issues are always the most prominent obstacle. These personnel work in a specific field of law. They are highly specialised and have been trained to take on their current position. Merging organisations will create anxiety about not being able to continue holding a position that they have spent a lot of time studying and researching, as well as fear of not being able to devote themselves to an organisation that is not specialised. chemistry. And, from the police to the couits is a complex process that requires professional handling, resistance will appear if workers find the change hinders them and causes them to no longer focus on the professional process. Furthermore, the seriousness of the working culture and legal environment will be difficult to adapt to the dynamism of other social segments. Changing the culture of an organisation requires a lot of consideration by management. Before the merger, there are also some obvious resistances that need to be seriously considered to avoid unexpected risks such as: protests due to senior leaders losing their positions / losing autonomy, spreading anxiety unclear due to lack of communication without a final merger decision, unresolved conflicts between merged departments, and no longer having distinctive identifying names. According to Lewin's theory, when there are so many resistances, but the driving force is not balanced with the resistance, change should not happen because the unpredictable risks are too much, easily creating chaos in the organisation. If the change is to continue, management needs to first devise an appropriate strategy that overcomes all the challenges of resistance and conduct appropriate communication with employees to promote the best communication and cooperation between employees and departments. 4. Conclusion To summarise, mergers in particular and organisational changes in general are very complex and always require a specific strategy, taking into account the most potential risks. The main topic of this article is to analyse the barriers to mergers between the four government departments using a number of different tools to get the most comprehensive view. These resistances need to be seriously evaluated to minimise risks and should be evaluated through many different theories. 5. Reference Feldman, E.R. and Hernandez, E 2021, Synergy in mergers and acquisitions: typology, lifecycles, and value. Academy of Management Review, 47(4). doi:https://doi.org/10.5465/amr.2018.0345. Schein, E 1985, Organisational culture and leadership, 2nd edn, JosseyBass, San Francisco Lewin, K 1947, 'Group decision and social change'. In Newcomb, T. M., Hartley, E. L. (Eds.), Readings in social psychology, pp. 330-344, Henry Holt, New York. Lewis, D 1998, How useful a concept is organisational culture? Strategic Change, 7(5), pp.251-260.doi:https://doi.org/10.1002/(sici) 1099-1697(199808)7:5%3C251::aid- jsc383%3E3.0.co;2-0. Davis, F. D 1986, Technology acceptance model for empirically testing new end-user information systems: theory and results. Massachusetts Institute of Technology. OpenAI. 2021, Resistance in merging organizations [Online]. Available at: https://www.openai.com6. Appendix To better clarify the current social situation as well as the characteristics that need to be determined, the article uses some of the models below to evaluate: Strengths: Synergy: This concept shows that merging two or more departments with a reasonable strategy can create greater overall strength (Feldman, 2021). After the merger, the department can take advantage of the resources of the parties to supplement and create better performance. Improved communication and collaboration: This merger will eliminate communication barriers between people who are not in the same department, helping to promote communication and make it easier to discuss when making decisions Opportunities: Expanding the scope of legal support: The merger helps the department get information more quickly about legal problems that people are facing, combining to solve crime problems through reception and processing. effective information Enhance budget resources: Merging departments will help expand the budget, especially, if this is done well, the department's financial capacity will become increasingly better due to effective additions from other parties Weaknesses: Performance measurement. After a merger, a new work measurement system needs to be created. However, these key performance indicators (KPIs) must be consistent with the new organisational still demonstrate legal work system, specific efficiency, and reflect the organisation's goals. Layoff: merger causes duplication in some positions, especially in branches such as HRM, Finance and Operations. There needs to be a suitable new work arrangement, or a humane dismissal plan for these personnel Threats Organisational culture changes: as a specific department with special components such as police, legislature and law enforcement, when merged, there may be cultural conflicts with the remaining departments. . Employees may feel constrained or uncooperative with this merger Resistance comes from employees due to fear of unknown change, unwillingness to change because they are satisfied with the current structure, fear of losing their job or changing previous habits. SWOT Analysis Force Field Analysis Forces to remain the same (resistors) Forces supporting the need for change Changes and incompatibility in - The increasing in the negative organisational culture between indicators of social situation departments - Optimise parts management Inability to adapt to new processes and new technology management systems Workers' confusion over uncertainties due to change (layoffs, job changes, management changes, etc.) Loss of existing identification of the part PESTLE Analysis P - Political Government agency mergers should be carried out in a structured and transparent manner under the guidance of the government. Compliance with the Australian Government's administrative arrangement order (AAO) helps determine the structure and organisation after the merger. In addition to the AAOQ, internal administrative principles such as recruitment processes and reporting processes will also affect the merger. E - Economics Budget constraints: when merging, how the organisation's budget changes is quite difficult to determine in advance. This requires departments to anticipate different options to promptly adapt to the new budget Allocation and reallocation of resources: Financial resources, human resources and physical assets will change a lot after the merger. Even though it depends heavily on the budget, the department can still optimise by using other parties' resources when they become common resources. S - Social The merger may be affected by the way society is using services provided by the govermment, such as hotline numbers for reporting to the police, or other law-related matters. Merging means creating new processes but may be hindered by current social habits. T - Technical: Typically, each department is using a separate technology and filing system, especially the legal and crime filing system. After a merger, sharing a cloud storage system can help extract information faster due to the information of other departments, but security is also a reason to lumit mergers. L - Legal Due to the specifics related to the law, the department's internal policies and legal issues are very strict and always require compliance with regulations, therefore, after the merger, it will be very difficult to put these policies 1n place. This legal book is flexible to accommodate other departments. Some information security policies also cannot meet the spirit of an open environment and no information barriers between parties. E - Environment Communities are more likely to accept it if the merger does not consume additional natural resources and considers the interests of stakeholders, including environmental activists and community groups. in each locality. Al resources: Q: Could you please diagnose some challenges and potential resistances of merging 4 departments: Department of Housing, Department of Health, Department of Disability Services, Department of Crime and Justice? A: Certainly! Merging four departments, such as the Department of Housing, Department of Health, Department of Disability Services, and Department of Crime and Justice, can present several challenges and potential resistances. Here are some key ones to consider: 1. Diverse Mandates and Objectives: Each department likely has distinct mandates and objectives related to their respective areas of focus. Merging them can create challenges in aligning these diverse goals into a cohesive framework. Balancing the priorities and ensuring effective coordination between housing, health, disability services, and crime and justice can be complex. . Organisational Cultures and Structures: Different departments often have unique organisational cultures, structures, and ways of operating. Merging them requires navigating potential clashes or incompatibilities between these cultures. Resistance may arise from employees who are accustomed to their existing organisational structures and processes and may be resistant to change or fear potential disruptions to their work. . Stakeholder Engagement and Service Delivery: Merging departments can impact stakeholders, including service recipients, community organisations, and advocacy groups. Challenges may arise in effectively engaging these stakeholders, addressing their concerns, and ensuring continuity of service delivery. Resistance may emerge if stakeholders perceive that the merger could disrupt or compromise the quality and accessibility of services they rely on. Resource Allocation and Budgetary Considerations: Merging multiple departments involves reallocating resources, including financial resources, human resources, and physical assets. Determining how resources will be allocated across the merged entity can be challenging, particularly if there are competing priorities or limited resources available. Resistance may arise from departments or stakeholders concerned about potential resource reallocations impacting their specific programs or services. . Legal and Regulatory Frameworks: Different departments often operate within specific legal and regulatory frameworks. Merging departments may require navigating and reconciling these frameworks, which can be complex and time- consuming. Resistance may arise if legal or regulatory challenges are not adequately addressed, potentially leading to uncertainties or conflicts in the merged department's operations. . Information Systems and Data Integration: Merging departments with distinct information systems and data management practices can pose challenges for integration. Ensuring seamless information sharing, data compatibility, and system interoperability may require significant investment and coordination. Resistance may arise from concerns about potential disruptions to data management processes or the loss of existing systems that employees are familiar with. 7. Political and Stakeholder Opposition: Merging departments can face political opposition or resistance from stakeholders who may perceive the merger as a threat to their interests, influence, or power dynamics. Political considerations and negotiations may become complex, requiring careful management and communication to address concerns and build support. 8. Change Management and Employee Engagement: Successfully managing change and engaging employees throughout the merger process is critical. Resistance may arise if employees feel left out of decision-making, fear job losses or changes in their roles, or experience uncertainty about the future. Effective change management strategies, clear communication, and opportunities for employee input can help mitigate resistance. Addressing these challenges and potential resistances requires careful planning, stakeholder engagement, effective communication, and strong leadership. Conducting thorough impact assessments, fostering collaboration, and ensuring transparency can help build trust and increase the likelihood of a successful merger. 10