Perspectives on the police profession: an international investigation

Purpose – The purpose of this paper is to clarify the diversity of professional perspectives on police culture in an international context. Design/methodology/approach – In a first step the authors developed a standardized instrument of 45 occupational features for comparative analysis of police professional views. This set was inductively created from 3,441 descriptors of the police profession from a highly diverse sample of 166 police officers across eight European countries. Using this standardized instrument, Q-methodological interviews with another 100 police officers in six European countries were conducted. Findings – The authors identified five perspectives on the police profession suggesting disparities in officers’ outlooks and understanding of their occupation. Yet, the findings also outline considerable overlaps in specific features considered important or unimportant across perspectives. Research limitations/implications – The study emphasizes that police culture needs to be described beyond the logic of distinct dimensions in well-established typologies. Considering specific features of the police profession determines which aspects police officers agree on across organizational and national contexts and which aspects are unique. Practical implications – The feature-based approach provides concrete pointers for the planning and implementation of (inter)national and inter-organizational collaborations as well as organizational change. Originality/value – This study suggests an alternative approach to investigate police culture. It further offers a new perspective on police culture that transcends context-specific boundaries

Towards an integrated evidence-based practice plan in Belgium – Part 3 : Professional leadership and change management as a catalyst for EBP Implementation

30 p.ill.SUMMARY 4 -- SCIENTIFIC REPORT 8 -- 1 INTRODUCTION 8 -- 2 THE ROLE OF LEADERSHIP AND CHANGE IN EBP IMPLEMENTATION 11 -- 2.1 LEADERSHIP IN NETWORKS IS DIFFERENT FROM LEADERSHIP IN HIERARCHIES 11 -- 2.2 KEY ELEMENTS FOR LEADERSHIP AND DEVELOPMENT IN NETWORKS 14 -- 2.3 SENSE BREAKING, SENSE GIVING & SENSE MAKING PROCESS IN LEADERSHIP TRANSFORMATION 15 -- 2.4 HARD CHANGE 16 -- 2.5 SOFT CHANGE 17 -- 2.6 COMPLEXITY CHANGE 18 -- 2.7 CHANGE IN THE CONTEXT OF THE EBP PROGRAMME 19 -- 3 CHANGE READINESS OF PROFESSIONALS IN PRIMARY CARE 20 -- 4 THE ROLE OF EXPERT NETWORKS IN EBP IMPLEMENTATION 21 -- 4.1 STRUCTURING CONTINUOUS CHANGE: EXPERT NETWORKS 21 -- 4.2 CHANGE IN THE ERA OF DIGITALISATION 22 -- 5 DESIGN PRINCIPLES FOR THE OPERATIONAL EBP IMPLEMENTATION PLAN 23 -- REFERENCES 2