Australian Institute of Police Management

Learning organisations

Learning organisations

Civility in the workplace is critical

Civility in the workplace is critical.  It creates healthier places to go to each day. You just feel better and even enjoy the experience.

Coward of the County

Last week I had one of those door locking moments. ‘’By 2028, 70% of our current leaders – Team leaders to Commissioner - will retire”. The bolt slid across the door and I realised we are all going to get a whoopin.

Securing the Brisbane 2014 G20 in the wake of the Toronto 2010 G20

‘Failure-inspired’ Learning in Public Order Policing

The article extends insights into how such perceptions are facilitated through transnational exchanges, particularly where event-related ‘failures’ might be considered as a benchmark for iterative policy developments. We explain this process as a form of ‘failure-inspired social learning’ that questions the effectiveness, norms and legitimacy of established policies, practices and institutions involved in security governance, which can influence future transformations in global ‘best practices’.

Coaching and Mentoring

Research Insights into Good Practice

"The author, Dr Peter Hayes of RMIT University, reviewed the international research evidence and consulted industry stakeholders to understand better how coaching and mentoring models and frameworks could support the current and future needs of IMTs. These needs have been identified in areas such as training, on-the-job learning, exercising and simulations, individual and team leadership development, talent management and succession planning, and in building organisational learning cultures."

Leadership for a Fractured World

How to Cross Boundaries, Build Bridges, and Lead Change

"The book made me think deeply about how boundaries exist in regards to policing. Within police organizations, boundaries are usually created around geography—the local area command manages a number of police stations formed around the concept of a shared locational identity. Boundaries are also created around non-geographical domains, frequently through a mixture of crime types and the specialized skills required in response."

Transforming policing

 An interview with Mike Bush, New Zealand’s police commissioner.

"People who delegate transformation out will never succeed. Unless the chief executive and leaders in the organization own and champion the change, it will never happen. Seeing senior leaders within that group championing the operating model of change makes a massive difference. Once people see you delegate transformation out, it is not important to your people because it is not seen as important to you. It’s symbolic, because if you commit time, your people understand how important it is to you."

A Frontline experience

Last week's Frontline program wrapped up with a reflection on what had been learned and gained from the particpant's week at AIPM. 

Linking talent to value

"Gaining a true understanding of who your top talent is and what your most critical roles are is a challenging task. Executives often use hierarchy, relationships, or intuition to make these determinations. They assume (incorrectly, as we will explain) that the most critical roles are always within the “top team” rather than three, or even four, layers below the top. In fact, critical positions and critical people can be found throughout an organization."

SAHELI: Emerging Threats at the Intersection of Security and Health

SAHELI 2018 will examine several key topic areas that provide challenges for senior leaders across the security, health and civil society sectors including Pandemic Preparedness and Response, Illicit Drugs, Migration and Mental Health.

Fostering innovation in the public sector

"Public sector innovation does not happen by itself: problems need to be identified, and ideas translated into projects that can be tested, implemented and shared. To do so, public sector organisations must identify the processes and structures that can support and accelerate innovation. This report looks at how governments can create an environment that fosters innovation. It discusses the role of government management in inhibiting or enabling innovation, and the role that specific functions such as human resources management and budgeting can play.

Shifting the blame: towards a self-reforming police service in England and Wales

This paper uses the perspective of senior police leaders to explore the “blame culture” within policing and its impact on the aspiration to become a “self-reforming sector”.  The paper argues that contemporary police cultures, and approaches to failure, are not conducive to the realisation of a “self-reforming” sector.

Behavioural Insights and Public Policy

 Lessons from Around the World

Towards a reskilling revolution

“As the types of skills needed in the labour market change rapidly, individual workers will have to engage in life-long learning if they are to achieve fulfilling and rewarding careers. For companies, reskilling and upskilling strategies will be critical if they are to find the talent they need and to contribute to socially responsible approaches to the future of work.

Investigating Work and Learning through Complex Adaptive Organisations

Amanda Louise Lizier, (School of Education, Faculty of Arts and Social Sciences, University of Technology Sydney, Ultimo, Australia)

Abstract: Purpose

The purpose of this paper is to outline an empirical study of how professionals experience work and learning in complex adaptive organisations. The study uses a complex adaptive systems approach, which forms the basis of a specifically developed conceptual framework for explaining professionals’ experiences of work and learning.

Investigating Work and Learning Through Complex Adaptive Organisations

This paper outlines an empirical study which investigated the question: How do professionals experience work and learning in complex adaptive organisations? A conceptual framework based on a complex adaptive systems approach (Holland, 1995) was developed for this study, introducing the concept of complex adaptive organisations. Complex adaptive organisations are used to describe the framework as well as to differentiate organisations as human social systems from other examples of complex adaptive systems found in nature (e.g. flocks of birds and computer networks).

Experiences of sheltering during the Black Saturday bushfires

Implications for policy and research

“More than half of those who died in the 2009 Black Saturday bushfires in Victoria, Australia, were sheltering inside a house at the time of their death. This marks a shift in bushfire fatality trends, which previously saw most fatalities occurring outside while residents attempted to protect assets or evacuate. This paper presents findings from research that examined people’s experiences of sheltering in and exiting houses, sheds, personal shelters and other structures on Black Saturday.”

About AIPM

The Australian Institute of Police Management (AIPM) is an educational organisation with an extensive history in educating public safety leaders. Since the early 1960’s, the AIPM has been integral in developing police and emergency service leaders and executives with more than 6,500 senior officials from policing, law enforcement, public safety, emergency services and other like-minded organisations attending AIPM courses.