Police Knowledge Exchange: Summary Report

[Executive Summary] This report draws on research commissioned by the Association of Police and Crime Commissioners (APCC), the National Police Chiefs Council (NPCC) and the Home Office to investigate cultural aspects of knowledge sharing across the police service. The research reviews literature and police perceptions to identify the enablers and barriers to effective knowledge exchange and sharing within and between police forces and police partners, including the public. Data were collected from 11 police forces; 42 in-depth interviews/focus groups and 47 survey responses. The literature-guided analysis identified four core research themes: who, why, what and how we share. Detailed findings are presented in the full report; this summary report presents the core research findings. Recommendations from this study will inform the next phase of activity for the Board. The research identified that cross-force, cross-organisation, national and international sharing relies on a culture supporting individuals who have an independent and reflective sharing approach. A key enabler to police sharing is that, regardless of police rank and role, they all have a strong collaborative nature, through a deep motivation to share, that benefits the wider social community. This collaborative nature is driven by processes that reveal reciprocal benefit and safe sharing, as well as how to effectively ‘get the job done’ and foster professional learning. A key barrier to police sharing is a strong hierarchical culture that does not encourage the independent nature of sharing. Whilst police officers and staff act independently within the confines of their prescribed roles, they rarely independently share beyond this. This hierarchical culture means that innovations in sharing are often initiated or approved top-down and tied to leadership. Hierarchical structures are seen to support a competitive culture combining concepts of risk aversion and blame. The hierarchical culture is also perceived as providing poor clarity on what is of value to share and how to effectively share. There are two key recommendations to overcome this barrier: one long-term and one short-term. Long-term: ‘Become independent sharers’ by changing the nature and culture of the police to encourage this independent nature, so that specific sharing barriers are effectively solved by individuals. Professionalising the police and working collaboratively with academia are steps towards this long-term goal. Short-term: ‘Guide and authorise independent sharing’ by using the hierarchy to scaffold/support and direct police towards effective and approved sharing approaches. This will show the police, through the hierarchy, how and why this independent sharing nature is safe, effective and valued

Police Knowledge Exchange: Full Report 2018

[Executive Summary] This report was commissioned to explore the enablers and barriers to sharing within and between police forces and between police forces and partners, including the public. This was completed from an interdisciplinary review of international literature covering sharing, knowledge exchange, learning and organisational learning. The literature broke down into four main factors; who, why, what and how. An introduction to the literature is presented with ‘Who’ is sharing which considers both personal identity and different institutional issues. The ‘Why’ literature covers issues of cultural and community motivators and barriers. The ‘What’ segment reviews concepts of data, information and knowledge and related legislative issues. Finally, the ‘how’ section spans face to face sharing approaches to technologies that produce both enablers and barriers. A series of 42 in-depth interviews and focus groups were completed and combined with 47 survey responses . The aim of the interviews, focus groups and survey was to show perceptions and beliefs around knowledge sharing from a small sample across policing in order to complement the findings from the literature review. The survey was adapted from a standardised questionnaire (Biggs, 1987). The Biggs questionnaire focused on what motivated students to learn and how they approached their learning. Our adapted survey looked at what motivated police to share, and how they approached sharing. The responses showed a trend, across the police, towards a motivation for sharing to develop a deeper understanding of issues. However, the approaches and the strategies they used to share with others, which were primarily driven by achieving and surface approaches (to get promoted and get the job done). According to Biggs (1987) this could leave them discontented as they never progress to a deeper understanding of issues. Scaffolding sharing within the police through processes that are clearly defined, effective and valued could help to overcome these issues. Within the interviews and focus group findings a similar structured approach to sharing was adopted. Within the ‘who’ section some key aspects around personal relationships, reciprocity and reputation were identified. The ‘why’ the police share was one of the largest discussion points. Not only was there a deep motivation to solve key policing issues there was an approach of reciprocity. Police sharing was deeply motivated to support ‘good practice’ in the prevention and detection of crime. However, a sharing barrier was identified in the parity of value given to different types of knowledge for example between professional judgement and research evidence knowledge. Sharing was achieved when there were reciprocal benefits, in particular with personal networks or face to face sharing which was noted as ‘safe’. Again, this was inhibited by misunderstandings around the ‘risks’ of sharing, frequently attributed to data protection legislation; producing cautious reactions and as an avoidance tactic to save time and effort sharing. However, a divide was noted between technical users and those who avoided any online systems for sharing; often due to poorly designed systems and a lack of confidence in how to use systems. The police culture was identified as being risk-adverse, and competitive due to multiple factors, a lack of supported time to share, Her Majesty’s Inspectorate of Constabulary (HMIC) reviews and promotion criteria. The result was perceived to be a poor cultural ability to learn from mistakes and a likelihood to repeat errors. A set of strategic recommendations are given and include the use of a sharing authorised professional practice for HMIC reviews, sharing networks and training. A further set of operational recommendations are given such as; sharing impact cases for evidence based practice, data sharing officers and evaluating mechanisms for sharing. This full report is supported by the Police Knowledge Exchange Summary Report 2018 which gives an overview of the findings and recommendations

Evidence Cafés and Practitioner Cafés supported by online resources: A route to innovative training in practice based approaches

Current radical changes in the Police service internationally and in England and Wales are being driven by movements to adopt an Evidence-Based Practice (EBP) approach to policing. However this poses a challenge as early adopters have experienced resistance to EBP, a relatively unknown, and more importantly misunderstood approach for policing (Sherman, 2015). This resistance is not limited to police with international research highlighting implementation issues for evidence based medicine (Altman, 1996; Fairhurst & Dowrick, 1996; Murphy and Adams, 2005), evidence based management (Adams & Sasse, 1999; Rousseau, 2012), and evidence based teaching (Beista, 2007, Perry & Smart, 2007; Adams & Clough, 2015). One reason is the lack of training in EBP, which is coupled with recent concerns over the general quality of training and level of professionalism within UK police organisation (Davies et al, 1996). There have been international initiatives aimed at increasing learning around evidence based practice (Rousseau, 2012; Hall and Roussel, 2014). Some UK police forces have adopted approaches from other domains to counteract these problems (e.g. champions, enquiry visits). Mapping clear pathways that link training, experience and evidence-based practice is crucial to developing the capacity for an evidence-based workforce. This paper presents evidence from recent research that used Evidence Cafés and Practitioner Cafés connected to online resources as a route to increase understanding and awareness of evidence based practice amongst frontline police officers. Evidence Cafés are coordinated by a knowledge exchange expert with an academic and a police practitioner who facilitate the translation of research into practice. This paper presents evidence of the benefit and limitations of these events. Analytics and learning analytics of events’ online resources also provide insights into these approaches and identify triggers for increased engagement across a wide geographical context

Artistic participatory video-making for science engagement

This paper uses theatre to frame reflexive discussions on the use of participatory video making for science engagement. The ‘JuxtaLearn’ research project is presented as a case-study that focuses on performance concepts such as audience, purpose, improvisation or final production as a lens for supporting technology-enabled creative exploration. Three different approaches were taken to creative participatory video making processes: co-creation by learners, as a communication tool for researchers and as a public engagement tool. Differing expectations about the timing and aim of the research process created considerable debate among the research team regarding the control of and purpose of filmmaking. It was not the topic of debate within the film that was deemed controversial, but more who, when and in what ways these debates occurred. Theatrical and HCI concepts of audience, performance ownership, improvisation and storyboarding, boundary object creation, participation and boundary creatures are foci of debate within the project

Threshold Concepts Vs. Tricky Topics - Exploring the Causes of Student's Misunderstandings with the Problem Distiller Tool

This paper presents a study developed within the international project JuxtaLearn. This project aims to improve student understanding of threshold concepts by promoting student curiosity and creativity through video creation. The math concept of 'Division', widely referred in the literature as problematic for students, was recognised as a 'Tricky Topic' by teachers with the support of the Tricky Topic Tool and the Problem Distiller tool, two apps developed under the JuxtaLearn project. The methodology was based on qualitative data collected through Think Aloud protocol from a group of teachers of a public Elementary school as they used these tools. Results show that the Problem Distiller tool fostered the teachers to reflect more deeply on the causes of the students’ misunderstandings of that complex math concept. This process enabled them to develop appropriate strategies to help the students overcome these misunderstandings. The results also suggest that the stumbling blocks associated to the Tricky Topic ‘Division’ are similar to the difficulties reported in the literature describing Threshold Concepts. This conclusion is the key issue discussed in this paper and a contribution to the state of the art

Evidence Cafes: A How-To Guide

Evidence Cafes are a method of knowledge exchange that aims to bridge the gap between research and practice, enabling participants explore how research might inform their practice and giving academics access to the practice-based insights on the research from practitioners. Evidence cafes are characterised by two-way dialogue between practitioners and academics in which both emerge with changed understandings. In this sense, they are distinct from focus groups, workshops and presentations in which the flow of information is largely one-way. Evidence Cafes can be used to facilitate change within an organisation and lead to sustainable impact through the ripple-effects and follow-on activities they trigger. This paper is a short guide to the Evidence Cafe method, explaining how to organise, set-up, plan and run an Evidence Cafe, and how to avoid the pitfall of running just another workshop under a different name

Evidence Cafes: Overcoming conflicting motivations and timings

Evidence-based practice is increasingly important in creating effective public services through the balance of high-quality research and valid practice. Yet even when academics and practitioners work together to use evidence in practice, barriers emerge. This paper describes research into equitable knowledge exchange (KE) between academia and practice, drawing on data from 15 Evidence Cafés (ECs) run across the UK with police forces involving 378 participants, represented here with 3 exemplar EC case studies. Our findings reveal the differences between one-way knowledge transfer (KT) and two-way, equitable KE, and how champions and effectively designed and implemented discussion objects can overcome challenges of conflicting motivations and timing. We conclude the need to re-frame KE through the lens of ‘evidence’ and the process of equitable co-creation of new meanings

The e-assessment burger: supporting the before and after in e-assessment systems

This paper describes a threshold concept-driven e-assessment system that supports teachers in writing effective formative multiple-choice questions, creating quizzes tailored to students’ learning pathways. The system, which has been co-designed with teachers, acts as the ‘bun’ on either side of an ‘e-assessment burger’ pedagogically scaffolding quiz creation (the top of the bun), integrating the quiz within personalized learning trajectories (the burger) and feeding the results back to the learners and teachers to guide the direction of future learning pathways (the bottom of the bun). The evaluation with 26 students in 3 subjects across two schools identified that supporting the before and after e-assessment empowers a shift in teachers’ encouragement for student ownership of assessment, guiding their learning pathways. Teachers also provide insights into how the system scaffolding and visualisations inspired changes to sequencing learning and teaching practices. In conclusion the changing role of assessment within a school ecosystem is debated