Know it Now | Page 2 of 59 | Australian Institute of Police Management

Under the Radar: The Widespread Use of ‘Out of Court Resolutions’ in Policing Domestic Violence and Abuse in the United Kingdom

Spit to Manly walk/Flickr

“This study investigated the nature and extent of out of court resolutions for domestic abuse using the Freedom of Information Act. Out of court resolutions were used by every UK police force except Scotland to respond to over 5,000 domestic abuse incidents (including intimate partner abuse) in 2014. Some of these incidents related to offences with sentencing tariffs up to life imprisonment. Such widespread use has been taking place ‘under the radar’ in stark contrast to police guidance, has immediate implications for policy and practice, and fundamentally shifts the research terrain in this field.”

Source: Westmarland, N., Johnson, K., & McGlynn, C. (2017). The British Journal of Criminology, and available from this link (open access).

Extending the remit of evidence-based policing

Clouds and pine trees/Flickr

“This article argues that the two dominant approaches to EBP, experimental criminology and crime science, offer limited scope for the development of a comprehensive knowledge base for policing. Although both approaches share a common commitment to the values of science, each recognizes their limited coverage of policing topics. The fundamental difference between them is what each considers ‘best’ evidence. This article critically examines the generation of evidence by these two approaches and proposes an extension to the range of issues EBP should cover by utilizing a greater plurality of methods to exploit relevant research.”

Source: Brown, J., Belur, J., Tompson, L., McDowall, A., Hunter, G., & May, T. (2018). International Journal of Police Science & Management, and available from this link (subscription journal).

The fourth industrial revolution is here – are you ready?

Manly Cove/PaperMonkey

“Industry 4.0 represents the ways in which smart, connected technology becomes embedded within organizations, as well as peoples’ daily lives. This revolution of digital and physical technologies gives rise to vast possibilities—but it can also upend the status quo and create nearly as much uncertainty as it does opportunity. A newcomer’s idea can disrupt an established industry, or a broad set of digital data augmented by artificial intelligence and sophisticated models can rival expertise gathered over many years of hands-on experience.”

Source: Renjen, P. (2018).  Deloitte Review, and available from this link (open access).

Red teaming: Bryce Hoffman

Manly Wharf/Eva

“Playing the devil’s advocate or Red Teaming is a good way to avoid the trap you can fall into when ‘grading your own home work’. Asking an outsider to go through your work with an unflinching critical eye, according to Bryce Hoffman, can make good plans great or perhaps even save you from a disaster. In an extended interview he discusses how and why Red Teaming works, its origins, principles, tools and techniques.”

Source: Hoffman, B. (2018). Interview on ABC Radio National Best Practice program (length: 25 mins) and available from this link (open access).

The Fastest Path to the CEO Job, According to a 10-Year Study


“We discovered a striking finding: Sprinters don’t accelerate to the top by acquiring the perfect pedigree. They do it by making bold career moves over the course of their career that catapult them to the top. We found that three types of career catapults were most common among the sprinters. Ninety-seven percent of them undertook at least one of these catapult experiences and close to 50% had at least two. ”

Source: Lytkina Botelho, E., Rosenkoetter Powell, K., & Wong, N. (2018). Harvard Business Review digital article and available from this link (open access).

Categories: Leadership

How can governments enable and support community-led disaster recovery?


“This is a preliminary report of a continuing study. These results show the complex interplay between communities, governments, and community sector organisations in disaster recovery, and the varying expectations and experiences of those involved. These initial findings show potential to influence policies, processes and systems across governments and communities, and better support community-led recovery.”

Source: Owen, C. (2018). Australian Journal of Emergency Management and available from this link (open access).

Serving from the top: police leadership for the twenty-first century


“In part, the police service sees the drive for professionalisation as assisting in providing an efficient and effective answer to the challenges ahead. Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. The purpose of this paper is to argue for a debate and a rethink regarding the leadership styles employed by the police in their current role in the context of the influx of new graduate officers.”

Source: Martin, H. C., Rogers, C., Samuel, A. J., & Rowling, M. (2017). International Journal of Emergency Services, and available from this link (subscription journal).

Categories: Leadership, Police

Leading, Not Managing, in Crisis


“Imagine you were the person at BP headquarters in 2010 who got the first call: A drilling platform in the Gulf of Mexico had exploded and sunk, killing 11 workers—and allowing oil to leak into the ocean at a rate of 43 barrels a minute. What would you do? Which colleagues would you convene, and which of the myriad problems would you address first? Would you put out a press statement or a tweet or send a spokesperson to the scene? Would your focus be on managing the situation—or actually leading the company through it?” The author reviews a number of books on crisis leadership including one held by AIPM Library.

Source: McGinn, D. (2017). Harvard Business Review and available from this link (personal registration required).

Report on Government Services 2018

Sydney Skyline/M. Hardy

The annual Report on Government Services (RoGS) provides information on the equity, effectiveness and efficiency of government services in Australia. Two sections of interest to the public safety sector: Part C: Justice and Part D: Emergency Management

Source: Australia. Productivity Commission and available from this link (open access).

A Federation of Clutter: The Bourgeoning Language of Vulnerability in Australian Policing Policies


“The policing of vulnerability has been under close scrutiny for over 30 years, with an increasing array of government and non-government services contributing their own areas of expertise to assist in solving these ‘wicked’ issues. Yet, the burgeoning lists of who constitutes a vulnerable person, and the haphazard and localised development of strategies, have left little room for policy and practice transfer across vulnerability attributes, let alone jurisdictions.”

Howes, L. M., Bartkowiak-Théron, I., & Asquith, N. L. (2017). In Policing Encounters with Vulnerability (pp. 89-117). Chapter available on request for AIPM students.


Categories: Police, Policy