Intelligent Policing

J Guilfoyle Simon

Description

A Systemsd Thinking approach to improving the way policing works

Sujets

• Gestion et management

Informations

• Publié par: Triarchy Press
• Date de parution: 28 mars 2013
• Nombre de lectures: 0
• EAN13: 9781909470064
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Intelligent Policing
How Systems Thinking Methods Eclipse Conventional Management Practice
Simon Guilfoyle
Published in this first edition in 2013 by:
Triarchy Press
Station Offices
Axminster
Devon. EX13 5PF
United Kingdom
[phone]
[e-mail]
www.triarchypress.com
© Simon Guilfoyle, 2013.
The right of Simon Guilfoyle to be identified as the author of this book has been asserted by him in accordance with the Copyright, Designs and Patents Act, 1988.
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means including photocopying, electronic, mechanical, recording or otherwise, without the prior written permission of the publisher.
All rights reserved.
A catalogue record for this book is available from the British Library.
Cover design by James Castleden
www.jamescastleden.com
Photograph by Tom Guilfoyle
Print ISBN: 978-1-909470-05-7
Epub ISBN: 978-1-909470-06-4
Contents
Preface
Foreword
Introduction
C HAPTER O NE
Systems and Processes
C HAPTER T WO
Performance Measurement and Variation
C HAPTER T HREE
Binary Comparisons: Compared to What?
C HAPTER F OUR
Tamper Tantrums
C HAPTER F IVE
From Measurement to Management
C HAPTER S IX
Targets and Their Unintended Consequences
C HAPTER S EVEN
Waste Disposal
C HAPTER E IGHT
Design Consequences
C HAPTER N INE
Fixing the system
C HAPTER T EN
Tools of the Trade
C HAPTER E LEVEN
Fertile Ground
C HAPTER T WELVE
Management Thinking Won’t Change Itself
Bibliography
Index
Preface
This book is about applying systems thinking to policing. It is the culmination of five years’ research into systems thinking and related theories, combined with 18 years of policing experience. It outlines a methodology for building a more effective policing system that will enhance organisational effectiveness, cut costs and improve service delivery.
The book is intended for police and public sector leaders at all levels and for people who care about how the police service is run. It will also be of interest to people who want to learn about systems thinking, organisational improvement, leadership and management, or who want to read about the unintended consequences of some conventional management practices. Despite this, there is no prerequisite for the reader to have any prior knowledge of systems theory, management or even policing.
Whilst the concepts discussed in this book are very much rooted in theory, I deliberately haven’t written the text in a formal academic style. This, I hope, will make it more accessible and interesting. I have focused a lot of the examples on frontline operational policing because it is the area of policing that enjoys the greatest direct contact with the public and where the systemic effects of police operating models are most profound. I hope this approach will help managers understand how system design and decisions taken at the strategic level affect ground-level activity.
The underlying philosophy of the book is based on analysis of the work of W. Edwards Deming, Taiichi Ohno, Donald Wheeler, Russell Ackoff, Myron Tribus, Brian Joiner and John Seddon, as well as other associated authors. You will see some of these names pop up time and again throughout the book. John Seddon is also credited with applying and adapting much of Deming’s philosophy to the service industry and public sector. Direct quotes and specific points are referenced in the footnotes, with a comprehensive bibliography for readers who are bitten by the systems bug and want to read further. I have used practical real-life examples to illustrate the concepts that are discussed – many are from personal experience and therefore cannot be referenced but, trust me, I was there.
My research and writing has been conducted away from work and came about due to a personal interest in this field of study. It just so happened that the more I learnt about systems thinking, the more I noticed areas where it could be applied in the workplace. Within my sphere of influence, I have been able to implement systems thinking practices and this has had a sustained beneficial effect. Not all UK police forces have embraced systems thinking principles, although I have detected a real undercurrent of interest recently. Therefore, I want to emphasise that this piece of work is entirely independent of my employers, West Midlands Police.
Apart from the review and analysis of existing literature, the book draws upon exploratory research that I conducted with 30 officers from 12 UK police forces during 2012. It is acknowledged that the scale of the research is small and its findings should be considered in this context – what is remarkable, however, is the consistency of the views presented by those who participated. It is also notable that their views largely reflect evidence from the wider literature, as well as my own experiences.
I would suggest that further, larger-scale research of a similar nature would add significant empirical evidence to existing knowledge within this field.
Simon Guilfoyle
Foreword
When I met Simon Guilfoyle I was hugely impressed. Under his own steam he had transformed policing in his area, achieving outstanding improvements in terms of preventing and detecting crime and, moreover, had massively improved officer morale. More than that: to step outside of convention is especially difficult in an organisation like the police service.
As you will see, his strength to challenge management norms was rooted in unequivocal evidence. While, no doubt, some would regard him as a maverick, a non-conformist, he should be seen as a pioneer and thought leader. What he has achieved in one area should open the minds of police leaders everywhere.
John Seddon
Introduction
Best Intentions Aren’t Enough
When I was a Sergeant I devised a method of performance measurement to assess the quality of ongoing criminal investigations. The method involved evaluating relevant paperwork and awarding a percentage score based on a number of factors. At the time, my approach was heralded as innovative because it concentrated purely on aspects of quality and what mattered to victims of crime. This, at least, I had got right.
The assessment was conducted on a monthly basis and included a comparison to the previous month’s score for each team. Team scores were shown in green (improving) or red (deteriorating). However, I decided that it would be unfair to brand a team as ‘deteriorating’ if they had achieved a high score that was marginally less than last month’s, so I chose 90% as a threshold – as long as a team scored more than this, their result would be shown in green. This would categorise them as having achieved the defined standard. Each month, the divisional management congratulated those teams that showed improvement or consistent achievement, whilst those that didn’t were asked difficult questions.
Everyone seemed to think that this method of assessment was a good idea, and I put a lot of effort into it. I devised the process purely out of a desire to improve standards and ensure that the public received a better service. I had done everything for the right reasons. However, what I had unwittingly achieved was dysfunctional team versus team competition through a statistically baseless methodology in comparing ‘this month versus last month’ and, worst of all, I had introduced an arbitrary numerical target of 90%. Where had 90% come from? I just thought it seemed ‘about right’. People were praised or admonished based on whether they had met my arbitrary target, or shown subjective ‘improvement’.
Unfortunately, I had blundered into performance measurement blindly, without proper knowledge or understanding, and created a system of assessment that was meaningless and harmful. I didn’t know about binary comparisons, or variation, or tampering, or gaming, or Statistical Process Control charts. I didn’t understand the importance of purpose, or the interdependencies that comprise the foundation of an effective system. I didn’t appreciate the outcomes generated by internalised competition or sub-optimisation. I didn’t know about waste or flow, perverse incentives, or the behaviours likely to be initiated by disproportionate audit and inspection. I had never heard of a lot of things that are critical for building a stronger system and improving service delivery.
The lesson I learnt was this – there are a lot of good people out there with good intentions who inadvertently cause worse problems than the ones they are trying to solve. Now that I understand where I went wrong I can make amends. Only when you know how to do something properly can you achieve what you set out to. Hold that thought.
The Importance of Theory
This book aims to blend the understanding that is gained from theory with putting that theory into practice. When designing systems to ensure organisational effectiveness, it is essential that underlying theories are properly understood before attempting to apply them. Experience is not enough in itself – learning depends on a combination of experience and relevant theory.
Deming taught us the following:
Theory is a window into the world. Theory leads to prediction. Without prediction, experience and examples teach nothing. To copy an example of success, without understanding it with the aid of theory, may lead to disaster. 1
There are many real life examples and case studies in this book which I hope you will find interesting and enlightening in their own right. Moreover, I hope that by understanding them in conjunction with the relevant theory, they will prove useful.
Let’s Have a Debate
Captain Leslie E. Simon of the US Army stated in 1936, “If you cannot argue with your boss, he is not worth working for”, 2 and this holds as true today as it did then. The statement is not a call to arms for disgruntled workers to confront their boss