Know it Now | Page 4 of 69 | Australian Institute of Police Management

Going blind to see more clearly: unconscious bias in Australian Public Services shortlisting processes

Manly at dusk/Flickr

“This study assessed whether women and minorities are discriminated against in the early stages of the recruitment process for senior positions in the Australian Public Service (APS). It also tested the impact of implementing a ‘blind’ or de-identified approach to reviewing candidates. Over 2,100 public servants from 15 agencies participated in the trial. Overall, the results indicate the need for caution when moving towards ’blind’ recruitment processes in the APS, as de-identification may frustrate efforts aimed at promoting diversity.”

Source: Behavioural Economics Team of the Australian Government (BETA) and available from this link (open access).

Structural Changes to the Public Sector and Cultural Incompatibility: The Consequences of Inadequate Cultural Integration

QEII in Sydney Harbour/E.Grimm

“In this paper, we explore the cultural issues associated with a structural change in the Australian Public Service. We argue that cultural differences across merged functions were disruptive and challenging to overcome. We posit, however, that these challenges were exacerbated by the lack of systemic effort to integrate cultures, thus impeding synergy realization. Our findings are consistent with the private sector literature that warns mergers and acquisitions undertaken with too much haste and without adequate planning can lead to cultural issues when not managed appropriately.”

Source: Buick, F., Carey, G., & Pescud, M. (2017). Australian Journal of Public Administration, and available from this link (subscription journal).

Social media is changing the way society works



Carl Miller, Research Director at the Centre for the Analysis of Social Media, Demos speaks about how social media is changing the way society works and the emerging threats to public safety in a digital age.

Source: Miller, C. (2016). Police Foundation (YouTube 23:36) and available from this link (open access).

Police leaders make poor change agents: leadership practice in the face of a major organisational reform



“The present article examines expectations on police leaders during major organisational change pressures. Based on policy analysis and interviews with 28 police leaders, the paper seeks to answer the following question: How do police leaders’ accounts of leadership practice relate to expectations from higher ranks (above), subordinates (below) and police policies concerning leadership? The results of the paper indicate that police leaders are squeezed into a position between demands from above (top management) and demands from below (lower organisational tiers).”

Source:  Haake, U., Rantatalo, O., & Lindberg, O. (2017). Policing and Society, and available from this link (subscription journal).

Multiagency Investigation & Support Team (MIST) pilot: Evaluation report



“It summarises the findings of the evaluation of the Multiagency Investigation and Support Team (MIST), which involves the co-location of a Child Abuse Squad team (WA Police), police and Child Protection and Family Support specialist child interviewers, a CPFS worker, Child and Family Advocates, and therapeutic support services to work as part of an integrated team in Armadale, Western Australia.”

Source: Bromfield, L., & Herbert, J. (2017).  Australian Centre for Child Protection and available from this link (open access).

The RAMSI legacy for Pacific policing



“Drawing on more than 100 interviews, this publication summarises preliminary findings from a research project supported by the Australian Federal Police (AFP) that has been examining the experience and impact of RAMSI’s PI contingent on its individual participants, their home police organisations, and on regional policing more broadly.”

Source: Putt, J., Dinnen, S.,  Keen, M., & Batley, J. (2017). ANU College of Asia & the Pacific and available from this link (open access). 

Outside the Academy: Learning Community Policing through Community Engagement



“Recent events highlight the need for many law enforcement agencies to focus on transparency, re-establish legitimacy, and continue to improve strained community relations. Community policing, long lauded as a potential solution to improve community-police relations, may be an important component. The Office of Community Oriented Policing Services (COPS) conceptually defines community policing as a “philosophy that promotes organizational strategies that support the systematic use of partnerships and problem-solving techniques to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime.” (COPS, 2014). ”

Source: Kringen, A., & Kringen, J. (2017). Ideas in American Policing and available from this link (open access).

Targeting Escalation and Harm in Intimate Partner Violence: Evidence from Northern Territory Police, Australia

Stones & rocks/Eva

“Does analysis of intimate partner violence (IPV) among Aboriginal and non-Aboriginal couples in the Northern Territory (NT), Australia, reveal any predictable escalation in frequency or severity of harm over a 4-year observation period?”

Source: Kerr, J., Whyte, C., & Strang, H. (2017). Cambridge Journal of Evidence-Based Policing and available from this link (open access).

Categories: Family Violence

Part-time leadership in the Baden-Württemberg police force: a qualitative study



“Similarly to changes in the social work environment, the police force is faced with the request of its police officers to improve the combination of work and family life. This is accompanied by the request to take a family break or the request to work part-time. This study analyses the question of whether the existing frameworks are useful to the police of Baden-Württemberg in Germany to successfully implement part-time leadership positions.”

Source: Jablonowski, L. & Schiek, S. (2017). European Police Science and Research Bulletin and available from this link (open access to complete issue).

Police Leadership in Times of Transition



“Police leaders who were involved in the police reform trajectories expressed that their professional voice was largely neglected or immobilized through exclusionary practices. Moreover, it was found that deadlines prevailed over consensus and quality, impacting upon professional support for the restructuring process. The evidence-based insights help to identify critical success factors for large-scale organizational police reforms. A critical success factor is that police organizations adopt active learning and evaluation strategies before moving to a next transition.”

Source: Moggré, M., den Boer, M., & Fyfe, N. R. (2017).  Policing: A Journal of Policy and Practice and available from this link (open access).