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Scottish Police Service Reform
A Cultural Evaluation
Supt Andrew Tatnell (SIPR Practitioner Fellow)
Mr Garry Elliott (SIPR Associate Fellow)
Background
• OGC Gateway Review April 2012
• Schein’s Rapid Cultural Assessment
• Three levels of Organisational Culture
1. Artefacts
2. Espoused Values
3. Underlying Assumptions
• Assessed by Focus Groups & Questionnaire
Focus Groups
• RPU in Fife, CSP, L&B and Strathclyde
• MIT/Serious Crime Teams Tayside, Grampian, Northern and SCDEA North Team
• Recorded (issue for some participants)
The Competing Values FrameworkFlexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
The Dominant Culture TypesFlexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
ADHOCRACYDealing with the problem – being creative – rank and
roles less important
MARKETA focus on performance – being better than others
HIERARCHYValuing roles and rules –
civil service culture
CLANShare vision and goals – participation, cohesion, individuality. A sense of
‘We-ness’
Organisational culture profile
Flexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
Cameron and Quinn 2006
Clan
Hierarchy Market
Adhocracy
Scottish Police forces
Cameron and Quinn 2006
Two Forces Current Profile
Flexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
Cameron and Quinn 2006
Clan
Hierarchy Market
Adhocracy
Force B
Force A
Ideal or Preferred Profiles
Flexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
Clan
Hierarchy Market
Adhocracy
Force B
Force A
Ideal v Current – Rank or Grade variations
Flexibility and Discretion
Stability and Control
Internal focus and Integration
External Focus and Differentiation
Clan
Hierarchy Market
Adhocracy
Executive(Current)
Non-executive(Current)
Ideal (average)
OCAI – the instrument
Looks at six aspects of the organisation:– Dominant characteristics– Organisational leadership– Management of employees– Organisational glue– Strategic emphases– Criteria of success
Organisational characteristics – Force AClan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Dominant Characteristics Organisational Leadership Management of Employees
Organisational Glue Strategic Emphases Criteria for success
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Clan Adhocracy
MarketHierarchy
Dominant Characteristics Organisational Leadership Management of Employees
Organisational Glue Strategic Emphases Criteria for success
Organisational characteristics – Force B
Mind the Gap – seeing the differences
• ‘Ideal’ profile similar across all forces and agencies• Significant differences between ‘ideal’ and current profiles –
stronger Clan and Adhocracy and weaker Market and Hierarchy in the ‘ideal’ profile
• Significant difference between one force and remainder• Desire for more discretion and autonomy within an
organisation with strong shared values• Gap between perception of Executive level managers and
others
• Tension between officers sense of mission and target driven performance culture
• Disaffection with managers perceived to have no previous experience in the specialism
• Strong Clan and professionalism being undermined by focusing on low skill targets and non-specialist tasks
Focus Groups – with specialist units
Extracts from focus groups
“what we are focusing on now ... is very basic stuff, which you don’t need the skills which we’ve been trained in to do. “
“It’s massively frustrating from my perspective, all that mass of expertise absolutely wasted; you’re not allowed to do what you’re good at doing.”
“we don’t engage with community; well we do, we enforce things, but we dinnae engage with them”
“We don’t do warnings anymore.’ It’s a case of ‘if you stop them, you book them’.”
Conclusions
• An important degree of cultural diversity across 10 forces and agencies
• Sense of Clan important to staff – they want greater sense of it
• Tension between officers sense of mission and target driven performance culture
• Staff want organisation which has greater degree of adhocracy and that leaders encourage operational staff to use their discretion, flexibility & creativity in finding local solutions to local problems
