“When operating in multiteam settings, it is important that goals are cohesive between team members, especially in high-stakes, risky, and uncertain environments. This study explored goal consistency during a multiteam emergency response simulation. A total of n = 50 commanders from the UK Police Services, Fire and Rescue Services, and Ambulance Services took part in a simulated terrorism exercise, who were split into n = 13 teams.”
Source: Power, N., & Alison, L. (2017). Journal of occupational and organizational psychology, 90(1), and available from this link (open access).
“This study aims to investigate how boundary work is carried out at the incident site during exercises with police, ambulance and rescue services, and how boundary awareness is developed based on this boundary work. Collaboration in emergency work is challenging on many levels. The unforeseen and temporary nature of incidents presents basic challenges. Another important challenge is boundaries between specialised and autonomous emergency service organisations. Knowledge on how exercises are performed to increase the individuals’ and organisations’ preparedness for future joint-response work is relatively limited.”
Source: Andersson, A., & Lindström, B. (2017). Journal of Workplace Learning, 29(4), and available from this link (subscription journal).
“In surveys of 106 C-suite executives representing 91 private- and public-sector companies from 17 countries, the author found that a full 85% agreed that their organizations were bad at problem diagnosis, and 87% agreed that this flaw carried significant costs. Fewer than one in 10 said they were unaffected by the issue. What they struggle with, it turns out, is not solving problems but figuring out what the problems are. And creative solutions nearly always come from an alternative explanation for—or a reframing of—your problem. The point of reframing is not to find the “real” problem but, rather, to see if there is a better problem to solve.”
Source: Alahmari, F. (2017). Harvard Business Review, and available from this link (subscription journal).
“In past decades, technology has replaced many routine tasks with automation. Now AI and robotics are enabling computers to do more complex work that was previously the sole domain of humans. In addition, cloud, social media, and mobility make many “gig economy” workers as effective as full time employees. What will the future of work look like? How will automation augment or replace current jobs? How should CIOs and other leaders prepare their organizations for the changes to come? In a fast-paced exchange of ideas, our panel of experts will discuss these questions and more.”
Source: MIT Initiative on the Digital Economy (video 58 mins) available from this link (open access).
“It is well established in the public management literature that boundary spanners – people or groups that work across departments or sectors – are critical to the success of whole of government and joined-up working. In studying recent unprecedented change to central government agencies in the Australian context, our research identified that intra-departmental boundary spanners also play a critical role in the functioning of government departments, particularly during restructuring.”
Source: Carey, G., Buick, F., Pescud, M., & Malbon, E. (2017). Australian Journal of Public Administration, 76(2), and available from this link (subscription journal).
Coral Tree flower
“This study is based at a police force’s communications centre which undertakes a vital role in receiving and processing emergency and non-emergency telephone calls from the public and other agencies. The purpose of this paper is to evaluate a method for addressing the conflict between the need to reduce cost and the requirement to meet national standards in terms of a timely response to customer calls.”
Source: Greasley, A. & Smith, C. (2017). Policing: An International Journal of Police Strategies & Management, 40/2, and available from this link (subscription journal).
“The purpose of this paper is to examine the level of physical preparation for bushfire among Victorian residents in established high risk bushfire locations, and to assess whether these levels of preparation changed over time.”
Source: Muir, C., Gilbert, J., O’Hara, R., Day, L., Newstead, S. (2017). Disaster Prevention and Management: An International Journal, 26/2, and available from this link (subscription journal).
“This paper presents a review examining an Australian public sector competency framework through the lens of emotional intelligence (EQ) to answer the question “To what extent is the concept of EQ used to facilitate NSW public sector reform?” The purpose of this paper is to accentuate the importance of emotional capacity as an important capability to achieve reform goals, recognising the public sector’s deep organisational history and accepting that change is an emotional event, and that people achieve change.”
Source: Charmaine Belfanti, (2017). International Journal of Public Sector Management, 30/5, and available from this link (open access).
Collins Beach, Manly
“The article describes the police intelligence division-of-labour paying specific attention to four different aspects of intelligence activity: the acquisition of intelligence or information; the analysis of information in the production of intelligence; tasking and co-ordination on the basis of intelligence ‘product’; or being tasked on that same basis.”
Source: Sheptycki, J. (2017). Policing and Society, and available from this link (open access).
“The 2017 Independent Intelligence Review found that Australia’s intelligence agencies are highly capable and held in high regard by their international partner agencies. The Review also found that as a result of transforming geopolitical, economic, societal and technological changes, the intelligence community will be faced with challenges that will intensify over the coming decade.”
Source: L’Estrange, M. & Merchant, S. (2017). Dept of Prime Minister and Cabinet and available from this link (open access).