“This state of knowledge paper investigates the enforcement and information sharing of domestic and family violence protection orders (DVPOs) in Australia. It examines current knowledge on the enforcement of DVPOs in Australia; including underpinning legislation and the perspectives of victims and their advocates, police and magistrates and lawyers. The paper also presents the existing knowledge on information sharing related to protection orders, within and across agencies and across state borders.”
Source: Taylor, A., Ibrahim, N., Wakefield, S. & Finn, K. (2015). ANROWS Landscapes no. 16 and available from this link.
Blue Groper at Shelly Beach/Flickr
Chiefs and sheriffs play a key role in efforts to make police agencies more evidence-based. Understanding their views and knowledge about evidence-based policing is thus crucial for assessing the current state of policing and areas where change would be useful. We present findings from a survey of 45 Oregon police chiefs and sheriffs on receptivity to empirical research and evidence-based policing.
Source: Telep, C. & Winegar, S. (2015). Policing, and available for AIPM staff and students from this link.
North Head, Manly/Flickr
“In our experience, truly agile organizations, paradoxically, learn to be both stable (resilient, reliable, and efficient) and dynamic (fast, nimble, and adaptive). To master this paradox, companies must design structures, governance arrangements, and processes with a relatively unchanging set of core elements—a fixed backbone.”
Source: Aghina, W., De Smet, A., & Weerda, K. (2015). McKinsey Quarterly, and available from this link.
Fishing in Manly/Flickr
“Security networks are organisational forms involving public, private and hybrid actors or nodes that work together to pursue security-related objectives. While we know that security networks are central to the governance of security, and that security networks exist at multiple levels across the security field, we still do not know enough about how these networks form and function.”
Source: Whelan, C. (2015). Policing and Society, and available for AIPM staff and students from this link.
Water Dragon/M. Hardy
“Most of the advice about leading change and the models we have are based on dealing with a single change effort or change initiative. But in reality, change is ongoing and simultaneous. A single change cannot be teased out or isolated from everything else in the organization, or divorced from other changes taking place at the same time. We are surrounded by churn.”
Source: Pasmore, B. (2015). Center for Creative Leadership and available from this link.
“This paper provides an overview of the key trends associated with the ageing workforce and examines the major challenges these trends present for Australian business leaders.”
Source: Centre for Workplace Leadership (2015) and available from this link.
Manly baths sculpture/M.Hardy
“Public safety organisations across the world invest a great deal of time and money in developing their leaders. It is perhaps surprising, then, that there is relatively little literature assessing the impact that such development opportunities have. This paper serves to address this gap by examining one such leader development programme in Australia. Seventy participants were followed for one year, and statistically significant shifts in self-reported leadership behaviour were identified.”
Source: Herrington, V. (2015). Policing and Society: An International Journal of Research and Policy and available for AIPM staff and students from this link.
“In this paper we investigate the evolution of occupational health and safety (OHS) legislation aimed at harnessing workplace bullying. We begin with a brief discussion of workplace safety and literature covering workplace bullying. Then we present an overview of the development of Australian OHS legislation in recognising the influence of psychosocial hazards such as bullying. Following this we examine the Fair Work Commission’s anti-bullying jurisdiction which commenced on 1 January 2014.”
Source: Hanley, G. M., & O’Rourke, A. (2015). Asia Pacific Journal of Human Resources and available for AIPM staff and students from this link.
Manly Beach surfing/Flickr
“For any enterprise to be competitive, continuous learning and improvement are key—but not always easy to achieve. After a decade of research, the authors have concluded that four biases stand in the way: We focus too heavily on success, are too quick to act, try too hard to fit in, and rely too much on experts. Each of these biases raises challenges, but each can be curbed with particular strategies. A preoccupation with success, for example, leads to an unreasonable fear of failure, a mindset that inhibits risk taking, a focus on past performance rather than potential, and blindness to the role of luck in successes and failures.”
Source: Gino, F., & Staats, B. (2015). Harvard Business Review, 93(11), and available for AIPM staff and students from this link.
“The purpose of this paper is to examine the relationship between community type classifications and police strength. Prior research has examined other correlates, but no attempts have been made previously to examine the relationship between community type … and police staffing levels.”
Source: Hollis, M. & Wilson, J. (2015). Policing: An International Journal of Police Strategies & Management, 38(4), and available for AIPM staff and students from this link.