Skip to content Skip to navigation
University of Warwick
  • Study
  • |
  • Research
  • |
  • Business
  • |
  • Alumni
  • |
  • News
  • |
  • About

University of Warwick
Publications service & WRAP

Highlight your research

  • WRAP
    • Home
    • Search WRAP
    • Browse by Warwick Author
    • Browse WRAP by Year
    • Browse WRAP by Subject
    • Browse WRAP by Department
    • Browse WRAP by Funder
    • Browse Theses by Department
  • Publications Service
    • Home
    • Search Publications Service
    • Browse by Warwick Author
    • Browse Publications service by Year
    • Browse Publications service by Subject
    • Browse Publications service by Department
    • Browse Publications service by Funder
  • Help & Advice
University of Warwick

The Library

  • Login
  • Admin

Cultural change and lodestones in the British Police

Tools
- Tools
+ Tools

Grint, Keith (2017) Cultural change and lodestones in the British Police. International Journal of Emergency Services, 6 (3). pp. 166-176. doi:10.1108/IJES-03-2017-0013

[img]
Preview
PDF
WRAP-cultural-change-lodestones-British-Police-Grint-2017.pdf - Accepted Version - Requires a PDF viewer.

Download (573Kb) | Preview
Official URL: https://doi.org/10.1108/IJES-03-2017-0013

Request Changes to record.

Abstract

• Purpose: This Research Paper considers a challenge to an occupational jurisdiction in the British police. Historically, street cops have defended the importance of operational credibility as a way of sustaining the value of experience, and inhibiting attempts to introduce external leaders. This has generated a particular form of policing and leadership that is deemed by the British government as inadequate to face the problems of the next decade.
• Design: The project used the High Potential Development Scheme (HPDS) of the British police to assess the value of operational credibility and the possibilities of radical cultural change. Data is drawn from participants on the programme, from those who failed to get onto the programme, and from officers who have risen through the ranks without access to a fast track scheme.
• Findings: Most organizational change fails in its own terms, often because of cultural resistance. However, if we change our metaphors of culture from natural to human constructions it may be possible to focus on the key point of the culture: the lodestone that glues it together. Operational credibility maybe such a cultural lodestone and undermining it offers the opportunity for rapid and radical change.
• Originality: Most assessments of cultural change focus on those charged with enacting the change and explain failure through recourse to natural metaphors of change. This papers challenges the convention that cultural change can only ever be achieved, if at all, through years of effort.

Item Type: Journal Article
Subjects: H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HV Social pathology. Social and public welfare
Divisions: Faculty of Social Sciences > Warwick Business School > Industrial Relations & Organisational Behaviour
Faculty of Social Sciences > Warwick Business School
Library of Congress Subject Headings (LCSH): Police -- Attitudes, Organizational change
Journal or Publication Title: International Journal of Emergency Services
Publisher: Emerald
ISSN: 2047-0894
Official Date: 13 November 2017
Dates:
DateEvent
13 November 2017Published
13 September 2017Accepted
Volume: 6
Number: 3
Page Range: pp. 166-176
DOI: 10.1108/IJES-03-2017-0013
Status: Peer Reviewed
Publication Status: Published
Access rights to Published version: Open Access

Request changes or add full text files to a record

Repository staff actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics

twitter

Email us: wrap@warwick.ac.uk
Contact Details
About Us