Dear Gary
Griffith,
Rather than
‘fight tooth and nail’ with your critics, who are obviously aware that you are
failing in your responsibilities as Commissioner of Police (CoP) and as the top
‘crimefighter’, won’t it be better for you to ‘man up’ and recognise the nature
of the beast you face? There is no need for you to reinvent the wheel – most of
the work has been done for you already.
Police work
is what is known as a ‘wicked problem’. Rittel& Webber (1973) identified the
following 10 characteristics of a wicked problem:
- No
definitive formulation.
- No
stopping rules.
- Solutions
are not true or false, but better or worse.
- No
immediate and no ultimate test of a solution.
- Solution
is a “one-shot operation’; no opportunity to learn by trial and error,
every attempt counts significantly.
- Do
not have a fixed number (or describable) of potential solutions, no set of
permissible operations to employ.
- Every
wicked problem is essentially unique.
- Every
wicked problem can be a symptom of another problem (introducing
complexity).
- Wicked
problems can be explained in numerous ways. Choice of explanation
determines the nature of the problem’s solution (More on this
later).
- No
right to be wrong (planners are liable for consequences of
actions).
This brings
me to the current problem-solving culture within the police
service:
1. there is a
historical predominance of traditional hard systems thinking (HST) for problem
solving.
2. A culture
of evidence-based decisions which place emphasis on numerical data and
statistical validity such as randomised controlled trials (RCT).
3. Often
impossible to define problems, their causes and effects in absolute terms
required.
4. Police
managers are increasingly required to respond to high variety, complex problem
contexts.
5. Low
variety problem-solving approaches such as HST may not be sufficient in new
environments.
6. There
needs to be greater understanding of systems’ contexts.
7. Whole-systems approaches seek to balance HST, with
appropriate emphasis on ‘softer’ problem structuring method e.g. SSM and
VSM.
(Adapted
from Newsome and Wiggett (2014)).
Crime
fighting requires ‘systems thinking’: the ability to view the interconnectedness
of the entire “criminal system” inclusive of the police force, in a holistic
manner, and looking to see where applying leverage can have the most effect upon
the entire system. It means taking into consideration different perspectives,
from different stakeholders, applying methodology instead of methods and
recognising the limitations imposed by the system itself and that sometimes
there are no solutions.
Newsome and
Wiggett (2014) identified 10 characteristics of systems thinking
force:
1. has
clarity of purpose, derived from the service users’ perspectives (i.e. the
public)
2. adopts a
whole systems approach, where interdependencies are understood.
3. Has staff
that understand the purpose, and their service responses are flexible to help
achieve that purpose.
4. understand
that the greatest influences on performance and service are determined by the
system.
5. Understand
the implications of setting boundaries within a system, and seeks to engage the
whole system and make an improvement.
6. Uses a
variety of measurement and information to understand system performance, so as
to identify learning and secure improvement.
7. Understand
the variety of its demand and how services can be optimised to satisfy
this.
8. Trust
staff to apply informed professional judgement in support of achieving
purpose.
9. Has a
culture of learning and continuous improvement where staff are empowered and
equipped to understand and improve performance.
10.Respects and encourages the
staff’s sense of vocation, and recognises the value of this in improving their
well-being, commitment and whole system performance.
Traditional
policing methods will have a high probability of failure in a modern society.
That is not to say that they don’t have their place. But the police force must
evolve, from the perceived “brute squad” to a highly effective thinking and
performing unit. It will take a lot to make these changes – systems have a way
of resisting change. You may want to investigate Soft Systems Methodology (SSM)
and Viable Systems Model (VSM), a combination of which has been identified by
Kinloch et al (2008) as a more effective tool.
If you want
to succeed, rather than further alienating your detractors, identify the core
problem you face, which is that your current police force is not effective in
its present form and drastic changes are needed. Begin there.