Storm in Manly/Flickr
“In the report, Professor Mergel also provides guidance to government managers on how they can more effectively make a business case for using social media. The business case, states Mergel, serves as a basis for management decisions to build and allocate organizational capacity or initiate changes in its social media strategy.”
Source: Mergel, I. (2014). IBM Center for the Business of Government and available from this link.
Manly at dusk/Flickr
This article proposes that “systems thinking” offers a way of (a) diagnosing the potential effectiveness of social policy and (b) of creating more impactful social policy. In particular, Donella Meadows’ “twelve places to intervene” have been used as the basis of creating a tool to this end. Meadows’ 12 places can be broadly grouped into three categories: (1) physical features, (2) information and controls and (3) ideas. Using these three categories, this article analyses a number of examples of social policy related to Indigenous disadvantage in Australia.
Source: Canty-Waldron, J.(2014). Journal of Futures Studies, 19/2 and available from this link.
A little penguin at Manly Wharf
“Operational reviews (ORs) can be used to document the demands on police, their capacity to respond, and ways in which they can become more efficient and effective. Drawing on an OR of a major urban Canadian police service, this article provides a broad outline of the components of an OR and the analytics that can be used to answer these key questions.”
Source: Taylor Griffiths, C. (2015). Police Practice and Research: An International Journal, 16(2), and available for AIPM staff and students from this link.
“The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature.”
Source: Vito, G. (2014). Policing: An International Journal of Police Strategies & Management, 37/4, and available for AIPM staff and students from this link.
“With this paper we aim to contribute to this debate of a broader view on police culture. Given the increasing importance of inter-organizational and international collaborations for police, our interest is twofold. On the one hand, we are interested in potential disparities of professional perspectives across countries that can predict barriers to collaboration; on the other hand, we are interested in communalities, which can identify opportunities of trust-building and shared understanding. Our study thus aims not only to clarify the diversity of professional perspectives on police culture in an international context, but also to describe the similarities in concrete terms. For this purpose our investigation used a standardized, feature-based approach conducting Q-methodological interviews with 100 police officers in six European countries.”
Source: Bayerl, P. S. et al. (2014). Policing: An International Journal of Police Strategies & Management, 37/4, and available for AIPM staff and students from this link.
“In the current study we investigate how power influences an individual’s leadership style. We assume that transformational leadership is diminished by leaders’ elevated feelings of power. Research concludes that power will lead to greater social distance and less individuation of others. We therefore propose that elevated perceptions of personal power will result in a leadership style that is less transformational than that of low power perceivers.” The authors found that German police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts.
Source: Barth-Farkas, F., & Vera, A. (2014). International Journal of Leadership in Public Services, and available for AIPM staff and students from this link.
Fishing in Manly/Flickr
“In an attempt to paint a more complete picture of the Islamic State (IS), this report identifies key areas where the IS has shown strength, learning, and adaptation. This report also highlights key areas of weakness, mistake, and failure. In doing so, the reader should be well aware that this product provides such an overview with the explicit understanding that there is more to learn in each of these areas.”
Source: Price, B., Milton, D., al-`Ubaydi, M. & Lahoud, N. (2014). Combating Terrorism Center and available from this link.
While cost reduction is a key desired outcome of contestability and service delivery reform, it is only one component. At the core of contestability is the idea that services, and the assets that support them, exist to help people and society. The final outcome must always be couched with empathy for the end user and a strong grasp of the service the government is seeking to provide. In this report, we look at unpacking the jargon and identifying some possible challenges or issues and their implications to help prioritise the most appropriate option(s), whilst ensuring a central focus remains on the client experience and outcomes.
Source: Deloitte and available from this link.