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

The establishment of effective partnerships between school principals and union representatives.

Everyone in South Africa is keenly aware of and concerned about the massive educational changes. There is little doubt about the dominant role that change has played in our organizations and this is nowhere more evident than on the educational front. A wide variety of changes are bombarding schoolss in South Africa at present. In order to remain competitive and even survive, schools as organizations must meet the tremendous challenges presented by all the areas of change. In South Africa, up to 1997, the balance of power was overtly skewed in favour of management and unions relied largely on illegal practices and spoiling tactics to make headway. Despite the fact that over the past decade, greater equalization in substantive rights and dispute resolution mechanisms which treat all parties as equal, has been reached, perceptions and past practices are still deeply entrenched and manifested in an ‘us’ and ‘them’ approach. The aim of this study was to investigate the establishment of effective partnerships between principals and union representatives. The specific aim of this research project was to: • Describe the criteria for successful and effective participation and consultation between schools and unions • Identify and analyze the barriers (challenges) that compromise the educational management relationship between principals and union representatives • Investigate the perceptions of educators, principals and school governing bodies about the current school- union relations • Establish a framework that will surface challenges and remedies to mitigate educational partnership challenges. The results and recommendations of this study can be used to empower school managers and union representatives with effective partnership skills, which in turn will help solve problems in schools This study serves as an indication of the value of partnerships in improving quality in education. Summarily the research has proved to be of high significance to educators, school managers, stakeholders and policy makers.Prof. C.F. Looc

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

A comparison of silent reading and listening through written recall and multiple choice type tests; grades 6 and 7.

Thesis (Ed.M.)--Boston Universit

Navigating later life transitions: An evaluation of emotional and psychological interventions

Transitions in later life, for instance retiring from paid work, changing career, ending or starting a relationship, can have a major impact on people’s lives and their wellbeing. Recognising a gap in preventative support for transitions such as these, the Calouste Gulbenkian Foundation (CGF; UK Branch) has funded a number of projects that provide group-based psychological and emotional support as part of its Transitions in Later Life (TiLL) programme. CGF and the Centre for Ageing Better partnered on the evaluation of two of these courses — Working Longer and Living Life to the Full, a two-day course run by Cheshire and Wirral Partnership NHS Foundation Trust (CWP) and Changing Gears, a three-day course run by Age & Opportunity in Dublin, Ireland. The aim of the evaluation was to find out what impact the courses had on individual attributes that would help people be better prepared for later life transitions; what changes people make as a result of the courses; and what practice, resources or processes in the organisations are important in ensuring their implementation and efficacy