The Home Office has recently announced that policies will be altered to permit foreign-born candidates to take on the role of Chief Constable in the UK's forty-three police services.
Foreign police chiefs OK
Earlier it was suggested that Bill Bratton, former chief of police of the NYPD and the LAPD, might be offered the Chief Constable's position with the Metropolitan London Police. This move was extremely controversial and blocked by Theresa May, the Home Secretary.
Bratton has recently done a career circuit through the realm of private consulting with Altegrity and now closed the loop by returning to the top job with the NYPD. However, there may be other senior police executives in North America (or elsewhere) who might relish the notion of taking the reins for one of the UK's police organizations. Time, as always, will tell...
Showing posts with label police chief. Show all posts
Showing posts with label police chief. Show all posts
Thursday, 22 May 2014
Thursday, 22 August 2013
Repetition & the Compulsion to Repeat: A Police Case in Point
A recent article in one of the academic journals may be of considerable interest to those involved in policing. This is especially appropriate in Canada as we focus on the 'Economics of Policing' which brings with it a concentration on possible organizational change. The citation for this article is as follows:
Diamond, Michael A. (2013). "Repetition and the compulsion to repeat: psychodynamic challenges in organizational learning and change." Administration & Society, 45 (5), 499-521.
Dr. Diamond is currently the director of the Center for the Study of Organizational Change (CSOC) within the Harry S. Truman School of Public Affairs, University of Missouri. He has written earlier on his work as a consultant within police departments and brings a useful perspective to bear on the challenge of change in these types of institutions.
Dr. Michael Diamond
This recent article considers the impact of compulsive and counterproductive repititions on individual and organizational behaviour. Of course, for those involved in the area of training, repetitions may be extremely valuable for achieving higher levels of performance. Diamond acknowledges that there are, indeed, constructive and destructive forms of repetition. His focus in this instance, however, is on a police department where the chief and his management team (of captains) are viewed as being out of touch with the realities of police work. Consequently, the chief, and his team, view the officers as being immature and unrealistic in their demands. Police officers have engaged in acts of subtle sabotage including abuse of vehicles, aggressive behaviour, and avoiding traffic stops. Both sides become entrenched in their view of each other and any effective resolution seem difficult to achieve.
Diamond discusses how organizational diagnosis may be accomplished through the telling of that organization's "story" which really amounts to a narrative outlining some persistent structural and organizational fragmentation features. For learning to occur across an organization and for meaningful change to take place it is important that the inhibiting effects of individual and relational compulsions to repeat behaviour be addressed.
The author is an advocate of importing aspects of psychodynamics into the consulting process in order to assist individuals to reach some level of self-awareness that allows them to transcend the (natural) compulsion to repeat certain behaviours in personal and professional relationships.
Diamond uses the language of transference and countertransference to speak about relationships within organizations. Transference refers to the emotional bonds that exist between individuals which unconsciously influence and complicate relationships. It describes psychodynamic processes whereby individuals compulsively and repeatedly transfer feelings derived from childhood (or early profound relationships) onto work colleagues and supervisors. Accordingly, countertransference relates to unconscious and automatic emotional responses of others to the experience of these transferred and displaced emotions directed toward them by work colleagues and staff. It is asserted that adults are routinely engaged in the unwitting replication of child-like roles and relationships.
Organizations must be understood through a careul interpretation of the quality of interpersonal relationships. Diamond notes that police organizations are often able to change and adapt to challenges. However, they also exhibit an organizational culture which is "shaped by repetitive thematic and patterned narratives signifying experientially shared organizational stories, metaphors, and histories (p. 503)." Routine is important to police organizations and is profoundly comforting to all levels within the police department. Indeed, bureaucratic structures are ideally suited to encouraging, establishing, and sustaining routine. Yet organizations often require meaningful change if they are to thrive or survive in new circumstances.
Diamond speaks about the "existential threat" that often accompanies fundamental change. Stress and anxiety often go hand in hand with the loss of certainty and predictability that organizational change may signal to individuals. Resistance to change is a common phenomenon. Organizational theorists, like Argyris and Schon have distinguished "single-loop learning" from "double-loop learning" to capture some key insights. Single-loop learning (also known as first order processing) may involve a limited commitment to change. However, it is often governed by an individual's need to escape any risk of embarrassment or appearance of incompetence. Clearly, this attitude is not conducive to real change and actually against the possibility of arriving at breakthrough solutions or innovative approaches to organizational challenges.
The literature of organizational change labels double-loop learning as the reflective practice which allows an individual to admit to, and articulate, organizational problems, challenges, and difficulties. This is clearly the proper path to seeking solutions or proposing approaches that may resolve those issues. One is reminded of the important work of Thomas Kuhn in his publication: The structure of scientific revolution. Kuhn spoke about "paradigm shifts" and the importance of new researchers in various fields of science who could not acccept the anomalies which others in their field had come to minimize in order to continue with their routine work.
Diamond insists that meaningful change within organizations must be accompanied by careful analysis of the interpersonal relationships that exist within those organizations. There is a strong psychological compulsion to repeat that operates below the conscious level of thought. By explaining, exploring, and exhibiting organizational "stories" (or narratives) it is possible to make explicit some of the challenges that exist within an organization and move toward a resolution of those challenges.
Earlier, Diamond published a summary of his study of a police department which explores another aspect of organizational culture that relates to the question of repetition and the compulsion to repeat:
Diamond, Michael A. (2008). "Telling them what they know: organizational change, defensive resistance, and the unthought known." Journal of Applied Behavioral Science, 44 (3), 348-364.
In this article, he explores the skillful defense mechanisms people have developed to distance themselves from challenging and/or painful work experiences. He draws again on the literature of psychology when discussing Winnicott's concept of the 'true and false self' rooted in infancy. Organizations, including police departments, typically exhibit a defensive and highly political culture characterized by degrees of deception, mixed messages, camoflage, and other less than transparent approaches to their mandate. In order to truly comprehend these organizations, it is useful to move toward the encouragement of the 'true self' through deeper understanding of the complex psychological and subjective realities of organizational life. When combined with the social, political, economic, and structural realities of organizations, Diamond suggests that breakthroughs may be made which result in meaningful change.
Diamond, Michael A. (2013). "Repetition and the compulsion to repeat: psychodynamic challenges in organizational learning and change." Administration & Society, 45 (5), 499-521.
Dr. Diamond is currently the director of the Center for the Study of Organizational Change (CSOC) within the Harry S. Truman School of Public Affairs, University of Missouri. He has written earlier on his work as a consultant within police departments and brings a useful perspective to bear on the challenge of change in these types of institutions.
Dr. Michael Diamond
This recent article considers the impact of compulsive and counterproductive repititions on individual and organizational behaviour. Of course, for those involved in the area of training, repetitions may be extremely valuable for achieving higher levels of performance. Diamond acknowledges that there are, indeed, constructive and destructive forms of repetition. His focus in this instance, however, is on a police department where the chief and his management team (of captains) are viewed as being out of touch with the realities of police work. Consequently, the chief, and his team, view the officers as being immature and unrealistic in their demands. Police officers have engaged in acts of subtle sabotage including abuse of vehicles, aggressive behaviour, and avoiding traffic stops. Both sides become entrenched in their view of each other and any effective resolution seem difficult to achieve.
Diamond discusses how organizational diagnosis may be accomplished through the telling of that organization's "story" which really amounts to a narrative outlining some persistent structural and organizational fragmentation features. For learning to occur across an organization and for meaningful change to take place it is important that the inhibiting effects of individual and relational compulsions to repeat behaviour be addressed.
The author is an advocate of importing aspects of psychodynamics into the consulting process in order to assist individuals to reach some level of self-awareness that allows them to transcend the (natural) compulsion to repeat certain behaviours in personal and professional relationships.
Diamond uses the language of transference and countertransference to speak about relationships within organizations. Transference refers to the emotional bonds that exist between individuals which unconsciously influence and complicate relationships. It describes psychodynamic processes whereby individuals compulsively and repeatedly transfer feelings derived from childhood (or early profound relationships) onto work colleagues and supervisors. Accordingly, countertransference relates to unconscious and automatic emotional responses of others to the experience of these transferred and displaced emotions directed toward them by work colleagues and staff. It is asserted that adults are routinely engaged in the unwitting replication of child-like roles and relationships.
Organizations must be understood through a careul interpretation of the quality of interpersonal relationships. Diamond notes that police organizations are often able to change and adapt to challenges. However, they also exhibit an organizational culture which is "shaped by repetitive thematic and patterned narratives signifying experientially shared organizational stories, metaphors, and histories (p. 503)." Routine is important to police organizations and is profoundly comforting to all levels within the police department. Indeed, bureaucratic structures are ideally suited to encouraging, establishing, and sustaining routine. Yet organizations often require meaningful change if they are to thrive or survive in new circumstances.
Diamond speaks about the "existential threat" that often accompanies fundamental change. Stress and anxiety often go hand in hand with the loss of certainty and predictability that organizational change may signal to individuals. Resistance to change is a common phenomenon. Organizational theorists, like Argyris and Schon have distinguished "single-loop learning" from "double-loop learning" to capture some key insights. Single-loop learning (also known as first order processing) may involve a limited commitment to change. However, it is often governed by an individual's need to escape any risk of embarrassment or appearance of incompetence. Clearly, this attitude is not conducive to real change and actually against the possibility of arriving at breakthrough solutions or innovative approaches to organizational challenges.
The literature of organizational change labels double-loop learning as the reflective practice which allows an individual to admit to, and articulate, organizational problems, challenges, and difficulties. This is clearly the proper path to seeking solutions or proposing approaches that may resolve those issues. One is reminded of the important work of Thomas Kuhn in his publication: The structure of scientific revolution. Kuhn spoke about "paradigm shifts" and the importance of new researchers in various fields of science who could not acccept the anomalies which others in their field had come to minimize in order to continue with their routine work.
Diamond insists that meaningful change within organizations must be accompanied by careful analysis of the interpersonal relationships that exist within those organizations. There is a strong psychological compulsion to repeat that operates below the conscious level of thought. By explaining, exploring, and exhibiting organizational "stories" (or narratives) it is possible to make explicit some of the challenges that exist within an organization and move toward a resolution of those challenges.
Earlier, Diamond published a summary of his study of a police department which explores another aspect of organizational culture that relates to the question of repetition and the compulsion to repeat:
Diamond, Michael A. (2008). "Telling them what they know: organizational change, defensive resistance, and the unthought known." Journal of Applied Behavioral Science, 44 (3), 348-364.
In this article, he explores the skillful defense mechanisms people have developed to distance themselves from challenging and/or painful work experiences. He draws again on the literature of psychology when discussing Winnicott's concept of the 'true and false self' rooted in infancy. Organizations, including police departments, typically exhibit a defensive and highly political culture characterized by degrees of deception, mixed messages, camoflage, and other less than transparent approaches to their mandate. In order to truly comprehend these organizations, it is useful to move toward the encouragement of the 'true self' through deeper understanding of the complex psychological and subjective realities of organizational life. When combined with the social, political, economic, and structural realities of organizations, Diamond suggests that breakthroughs may be made which result in meaningful change.
Wednesday, 24 July 2013
Police Chief With Authenticity
Kim Jacobs is the current chief of police for city of Columbus, Ohio.
Chief of Police Kim Jacobs
While she does not dwell on her gender or sexuality to an extreme, she is clear to her officers, and the public, that she believes in personal and professional "authenticity" and expects others to follow her lead in this respect.
The Columbus Police Department polices a population of approximately 787,000 and Chief Jacobs is responsible for 1,827 sworn and 297 civilians within her department. She places significant emphasis on diversity and respect for the community. This entails respect for the fairly large gay and lesbian community within Columbus. Columbus, Ohio Division of Police
It is always valuable to ponder the leadership and career path of women who have ascended to the top of their respective police organizations. Jacobs is an example of someone who has demonstrated her commitment to personal integrity and forged a career within policing that has allowed her to assume the top position in a large American police service. The Columbus Police Department falls within the top 25 largest police departments in the US, therefore, the achievements of Chief Jacobs are worthy of serious attention.
She was appointed Chief of Police in 2012, having joined the Columbus Police Department in 1979 as a patrol officer. Thirty-three years of public service have culminated in this appointment which allows Jacobs to address the many demands of operational policing and the considerable challenges of police leadership in the 21st century.
Chief of Police Kim Jacobs
While she does not dwell on her gender or sexuality to an extreme, she is clear to her officers, and the public, that she believes in personal and professional "authenticity" and expects others to follow her lead in this respect.
The Columbus Police Department polices a population of approximately 787,000 and Chief Jacobs is responsible for 1,827 sworn and 297 civilians within her department. She places significant emphasis on diversity and respect for the community. This entails respect for the fairly large gay and lesbian community within Columbus. Columbus, Ohio Division of Police
It is always valuable to ponder the leadership and career path of women who have ascended to the top of their respective police organizations. Jacobs is an example of someone who has demonstrated her commitment to personal integrity and forged a career within policing that has allowed her to assume the top position in a large American police service. The Columbus Police Department falls within the top 25 largest police departments in the US, therefore, the achievements of Chief Jacobs are worthy of serious attention.
She was appointed Chief of Police in 2012, having joined the Columbus Police Department in 1979 as a patrol officer. Thirty-three years of public service have culminated in this appointment which allows Jacobs to address the many demands of operational policing and the considerable challenges of police leadership in the 21st century.
Saturday, 25 August 2012
Dr. Frank Straub Heading to Spokane, Washington
A recent announcement indicates that the Mayor of Spokane, Washington is recommending that Frank Straub be confirmed by Council as the new Chief of Police for that city:
http://www.spokesman.com/stories/2012/aug/23/mayor-selects-straub-to-lead-police/?print-friendly
This is excellent news for the citizens of Spokane as Straub has an extensive background in policing and public safety that will surely benefit this jurisdiction.
Straub's wide-ranging experience includes engagement as a Special Agent with the US Naval Investigative Service, Office of the Inspector General, US Department of Justice, NYPD Deputy Commissioner of Training, Commissioner of Public Safety, City of White Plains (NY), and Chief of Police in Indianapolis. With a Ph.D. in criminal justice from the City University of New York, Straub is an extremely well-rounded police executive with a great deal to insight geared toward innovative, ethical and progressive policing.
It will be interesting to watch his evolution as he takes the reins in this department.
Sunday, 8 January 2012
Vern White Appointed to Senate
The most recent appointments to the Canadian Senate includes soon to be former Chief of Police, Vernon White of the Ottawa Police Service. Vern White has had a lengthy career within the RCMP and has also served as the chief of police in Durham Region before taking on his post in Ottawa. He was often touted as a possible successor to William Elliott as RCMP Commissioner, however, this highly-esteemed position went to Robert Paulson instead. It is interesting that White's tenure with the Durham Regional Police Service was exceedingly brief (approximately two years), and one might suggest that he was somewhat precipitous in his jump to the Ottawa chief's position. Certainly, Vern White has been challenged with some controversial matters while installed with the Ottawa Police Service, including the Stacey Bonds strip-search incident. However, being in Ottawa has allowed White to make some important, and ultimately fruitful, contacts within the federal government.
Vern's interests were decidedly in the restorative justice area of policing, as well as, crime prevention. It is likely that his senatorial emphasis will continue to be on these areas, although it will be worth noting how his perspective dovetails with the Harper Government's current "tough on crime" mindset.
Vern's interests were decidedly in the restorative justice area of policing, as well as, crime prevention. It is likely that his senatorial emphasis will continue to be on these areas, although it will be worth noting how his perspective dovetails with the Harper Government's current "tough on crime" mindset.
Friday, 23 December 2011
Windsor Officer & Police Chief "Retirement"
The events following upon the heels of the incident involving an undercover Windsor Police Service officer and a local doctor has included the recent "retirement" of the Service's Chief of Police:
Windsor Police Incident
The Office of the Independent Police Review Director (OIPRD) has filed an investigative report which casts serious doubt on the credibility of the officer involved in this incident, as well as, other officers and supervisors within the Service who have endorsed officer van Buskirk's version of events.
There will be ongoing deliberations with respect to this matter as the local doctor has engaged legal counsel in a law suit against the Windsor Police and the Windsor Police Services Board with regard to wrongful arrest and police brutality. The officers involved in this incident have also indicated that they will defend themselves vigorously.
Windsor Police Incident
The Office of the Independent Police Review Director (OIPRD) has filed an investigative report which casts serious doubt on the credibility of the officer involved in this incident, as well as, other officers and supervisors within the Service who have endorsed officer van Buskirk's version of events.
There will be ongoing deliberations with respect to this matter as the local doctor has engaged legal counsel in a law suit against the Windsor Police and the Windsor Police Services Board with regard to wrongful arrest and police brutality. The officers involved in this incident have also indicated that they will defend themselves vigorously.
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