Fishing in Manly/Flickr
“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).
“In light of recent calls to increase the diversity of America’s police, the purpose of this paper is to examine the impact of agency and leadership diversification on officer job satisfaction and reported perceptions of fairness within the organization, factors known to influence retention and performance.”
Source: Alderden, M., Farrell, A., & McCarty, W. P. (2017). Policing: An International Journal of Police Strategies & Management, and available from this link (subscription journal).
“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).
“A resilience-focused approach leads organizations to improve the management of disasters through being aware, flexible, trained, and prepared, having committed top managers and staff, and being part of a wider network of stakeholders. Based on the organizational resilience principles identified in the literature, this article analyses the potential for improvement of the organizational resilience of disaster management organizations through their involvement in virtual communities of practice (VCoPs).”
Source: Gimenez, R., Hernantes, J., Labaka, L., Hiltz, S. R., & Turoff, M. (2017). Journal of Contingencies and Crisis Management, and available from this link (subscription journal).
The washing machine/Flickr
“2016 saw a crystallization of political risks that have led to the election of populist leaders, a loss of faith in institutions and increased strain on international cooperation. We should not be surprised by this: for the past decade, the Global Risks Report has been drawing attention to persistent economic, social and political factors that have been shaping our risks landscape.”
World Economic Forum (2017). Available from this link (open access).
“High potentials being groomed as future leaders would appear to have it made—but their seemingly good fortune can turn out to be a curse. As they strive to conform to company ideals for leadership, they often bury the qualities that made them special. They become reluctant to take risks, lest they prove themselves unworthy. This “talent curse” can hinder personal growth, performance, and engagement—and even push people out the door. If you are on a high-potential track, watch for three signs of trouble: • A shift from using your talent to constantly trying to prove it • A preoccupation with your image, which feels increasingly inauthentic • The feeling that your present work is empty and only future opportunities will be meaningful .”
Source: Petriglieri, J., & Petriglieri, G. (2017). Harvard Business Review, and available from this link (subscription journal).
“Overall, there is reason to believe that Australians are receiving worse value for criminal justice spending than many other countries. Australians report their concern about crime, governments respond by hiring more police, and this feeds through the system to increased incarceration and higher costs. But the original problem – Australians’ perception of crime – persists. Either the increased spending is not preventing the growth of crime, or it is failing to reassure the public of their safety, or both. This report underscores the need for criminal justice reform in Australia.”
Source: Institute of Public Affairs (2017) and available from this link (open access).
North Head/M. Hardy
“At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out. Clearly, boards do not always get their hires right. In conducting an analysis of in-depth assessments of 17,000 executives, the authors uncovered a large disconnect between what directors think makes for an ideal CEO and what actually leads to high performance. The findings of their 10-year research project challenge many widely held assumptions.”
Source: Botelho, E. L., Powell, K. R., Kincaid, S., & Wang, D. (2017). Harvard Business Review, 95(3), and available from this link (personal registration required).