Cabbage Tree pool/Flickr
“This paper proposes lessons can be learnt from adopting the analogy of ‘dieting’. Short-term weight-loss practices can lead to a cyclical pattern that generates weight gain, rather than loss, in longer term. This occurs due to dieters following fads focused on short-term loss, rather than habitual modifications necessary for long-term weight change. This may explain why despite organisations pursuing the perfect employee performance management system (akin to dieting fads), they remain ineffective. We argue that compliance-based approaches encourage a short-term focus on completing the process (known pejoratively as ‘tick-and-flick’). However, where performance management is considered core business, more sustainable practices emerge.”
Source: Blackman, D., Buick, F., & O’Donnell, M. (2017). Australian Journal of Public Administration and available from this link (subscription journal).
“Organizational learning has been shown to affect performance. This study offers a fine-grained view regarding different types of learning opportunities. Specifically, opportunities to learn from mistakes are examined. Using three separate samples, we first establish statistically reliable and unidimensional measures of both organizational learning and mistake tolerance.”
Source: Weinzimmer, L. G., & Esken, C. A. (2017). The Journal of Applied Behavioral Science and available from this link (subscription journal)
“In England and Wales, there are three commonly used but not necessarily commonly designed or operated, mental health interventions associated with policing, Liaison and Diversion, Street Triage and specialist staff embedded in Police Contact Control Rooms. A fourth US designed model, Crisis Intervention Teams (CITs), is now attracting some interest in England and Wales, and these four are to be considered in this review. A fifth intervention, Mental Health Courts, was trialed but has now been abandoned in England and Wales and so has been excluded, but remains in use elsewhere.”
Source: Kane, E., Evans, E., & Shokraneh, F. (2017). BMC Systematic reviews, and available from this link (open access).
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“Evaluative thinking becomes most meaningful when it is embedded in an organization’s culture. This means that people in the organization expect to engage with each other in clarifying key concepts, differentiating means and ends, thinking in terms of outcomes, examining the quality of evidence available about effectiveness, and supporting their opinions and judgments with evidence.”
Source: Patton, M. (2017). Otto Bremer Trust and available from this link (open access).
“The 2012-13 Australian Capital Territory fire season saw no loss of life, no major property loss and minimal environmental damage. It was therefore successful according to the main aims of bushfire management. This outcome hinged on a few critical moments when, due to a combination of strategy and good fortune, things went right. This case study demonstrates how influential chance can be in determining the outcome of bushfires and this in turn begs the question: should agencies be held responsible for factors that are beyond human control? It is proposed that holding agencies responsible for outcomes that are not entirely within their control, acts to reduce community resilience because it implicitly removes the onus on individuals to take personal responsibility; a vital component for good outcomes.”
Source: Leavesley, A. (2017). Australian Journal of Emergency Management and available from this link (open access).
“The Netherlands’ Ministry of Security and Justice has agreed on performance targets with the country’s police departments. Introducing the targets created a shift to controlling performance in team management focus. This empirical study of police teams in Utrecht in the Netherlands focuses on the influence of leadership style, gender and psychosocial team factors when teams are required to achieve agreed performance objectives.”
Source: Schaveling, J., Blaauw, S., & van Montfort, K. (2017). Journal of Police and Criminal Psychology, and available from this link (open access).
“Over a 2-year span, the New Orleans Police Department (NOPD) transformed from a department struggling to comply with its expansive federal consent decree to one exploring even broader reforms through a data-driven management approach. NOPD believes more than ever in the adage you manage what you measure.”
Source: Morgan, T. H. S., Murphy, D., & Horwitz, B. (2017). Police Quarterly,and available from this link (subscription journal).
Coral Tree flower
“This study is based at a police force’s communications centre which undertakes a vital role in receiving and processing emergency and non-emergency telephone calls from the public and other agencies. The purpose of this paper is to evaluate a method for addressing the conflict between the need to reduce cost and the requirement to meet national standards in terms of a timely response to customer calls.”
Source: Greasley, A. & Smith, C. (2017). Policing: An International Journal of Police Strategies & Management, 40/2, and available from this link (subscription journal).
“The 2017 Independent Intelligence Review found that Australia’s intelligence agencies are highly capable and held in high regard by their international partner agencies. The Review also found that as a result of transforming geopolitical, economic, societal and technological changes, the intelligence community will be faced with challenges that will intensify over the coming decade.”
Source: L’Estrange, M. & Merchant, S. (2017). Dept of Prime Minister and Cabinet and available from this link (open access).
“The development of a Crime Severity Score for England and Wales by the Office for National Statistics represents an important step towards a more sophisticated, two dimensional understanding of police recorded crime data. In the first paper in the Perspectives in policing series Andy Higgins examines what it tells us about recent changes in the policing environment, considers its limitations as a tool for understanding crime and flags up some potential hazards in its usage, particularly as a tool for making judgements about ‘performance’.”
Source: Higgins, A. (2017). Perspectives in policing. Police Foundation (UK) and available from this link (open access).