Know it Now | Page 4 of 65 | Australian Institute of Police Management

Safety and Cost Effectiveness of Private Prisons

Manly Beach

Manly Beach/Flickr

“Private prisons accommodate around one third of the state’s male prison population. The safe, secure and cost effective operation of these prisons is essential for the effective functioning of Victoria’s corrections system and for community safety. Like the broader prison system, private prisons face significant challenges. The male prison population has increased by approximately 50 per cent over the last seven years, primarily driven by an increase in remand prisoners.”

Source:  Victorian Auditor-General’s Office and available from this link (open access).

Categories: Corrections

Individual and organizational consequences of employee-determined flexibility in shift schedules of police patrols

North Head/Read

“This paper determines the impacts of employee-determined flexibility (self-rostering) within police patrol shiftwork systems. The study is based on a cross sectional online survey with police patrol officers from one state of the Federal Republic of Germany. The results show that pure employee-determined flexibility on the one hand leads to a good compatibility of shiftwork with social life (individual consequences). On the other hand, it is associated with a loss of work-related social structures and drawbacks concerning work-climate, leadership, as well as reciprocal trust and support (organizational consequences).”

Source: Bürger, B., & Nachreiner, F. (2018).  Police Practice and Research, and available from this link (subscription journal).


Women at Work : The Advice We Get and Give


“In this episode, we share some of your best and worst advice, and we question a few classic pieces of advice women get (and give) on asking for more money, achieving more by doing less, and not burning out. We talk with Duke University management professor Ashleigh Shelby Rosette about negotiating, Thrive Global CEO Arianna Huffington about sleep, Levo Chief Leadership Officer Tiffany Dufu about dropping the ball, and New Yorker writer Susan Orlean about confidence. We also brought in HBR senior editor Alison Beard to help Amy answer a few of your questions about work.” One podast of a six-episode series.

Available from the Harvard Business Review via this link (open access, with personal registration)


Human error during the multilevel responses to three Australian bushfire disasters

Manly surfer/Flickr

“The scale and complexity associated with the coordinated response to natural disasters inevitably produce human errors. However, little is known about the frequency and distribution of human error at different levels of coordination during disasters. The purpose of this research was to explore this phenomenon for selected catastrophic bushfires in Australia.”

Source: Brooks, B., Curnun, S., Bearman, C., & Owen C. (2018). J Contingencies and Crisis Management, and available from this link (subscription journal).

An executive’s guide to AI

Native correa/PaperMonkey

“Staying ahead in the accelerating artificial-intelligence race requires executives to make nimble, informed decisions about where and how to employ AI in their business. One way to prepare to act quickly: know the AI essentials presented in this interactive guide.”

Source: Michael Chui, Vishnu Kamalnath & Brian McCarthy (2018). McKinsey Analytics and available from this link (open access).

Improving police interventions during mental health-related encounters: past, present and future

Manly Beach

“This paper reviews the first wave of reform efforts designed to re-shape police sensibilities and practices in the handling of mental health-related encounters. We argue that such efforts, centred on specialised training and cooperative agreements with the health care sector, have advanced a guardian mindset through improved knowledge and attitudes about mental health vulnerabilities and needs.”

Source: Wood, J. D., & Watson, A. C. (2017). Policing and society, available from this link (subscription journal)

Categories: Police

Police community engagement and outreach in a counterterrorism context

The Bower/Manly

“Police engagement of Muslim communities to prevent terrorism is fraught with tension. This paper presents results from in-depth interviews with members of the Australian Federal Police Community Liaison Team (CLT) to understand the practice of community engagement and the tactical and strategic considerations that are required when police engage Muslim communities.”

Source: Cherney, A. (2018).  Journal of Policing, Intelligence and Counter Terrorism, and available from this link (subscription journal).

Making the case for male champions for gender inclusiveness at work

Manly baths sculpture/M.Hardy

“While many prior attempts to address bias against women at work aim to either change the skillsets of women or to train women to navigate hostile workplaces, we believe that actively creating gender inclusive environments from the top-down, instead of training women and men to simply avoid or cope with bias, will directly and positively impact gender equality in organizations.”

Source: Sawyer, K., & Valerio, A. M. (2018). Organizational Dynamics and available from this link (open access).

“Yes, sir”: Leadership and blind obedience in hierarchal organisations


“The paper will contribute to understanding how subordinates and leaders interact and will be of value to all who lead, particularly in structured organisations like the police, where rank plays a factor in establishing a strict hierarchy. It introduces the concept of blind obedience into police leadership and warns that police leaders, and indeed leaders in all hierarchal organisations, must be on constant guard against it.”

Source: Drummond-Smith, I.  (2018). International Journal of Emergency Services, and available on request for AIPM students.


Categories: Leadership, Police

Doing Policy Differently

Collins Beach

“For the APS, it means being connectors, interpreters, and navigators. It may also mean being open to citizen juries. This requires a very different approach to collaboration from the traditional approach to policy. This different way of working may mean the APS sometimes plays more of a broker role as a strategic coordinator of policy inputs, and helping to ensure all inputs are fit for purpose, and, in part, to realise the best outcome for the public.”

Source: Presentation by Heather Smith, Secretary of Dept of Industry and Innovation and available from this link (open access).