Suchergebnisse

Purpose
The purpose of this paper is to argue that police research has reached a level of acceptance such that executive management has an ethical obligation to their communities to use evidence-based practices.


Design/methodology/approach
Using an Evidence-Based Medicine (EBM) framework the authors apply an ethical-based decision-making model to policing decisions. EBM does not allow physicians to ignore research when giving guidance to patients. The authors compare the two professional approaches to decision making and argue policing has reached a level of research that if ignored, just like medicine, should be considered unethical. Police interventions can potentially be harmful. Rather than do no harm, the authors argue that police managers should implement practices that are the least harmful based on the current research.


Findings
The authors found policing has a substantial amount of research showing what works, what does not, and what looks promising to allow police executives to make decisions based on evidence rather than tradition, culture, or best practice. There is a deep enough fund of knowledge to enable law enforcement leadership to evaluate policies on how well the policies and procedures they enforce prevent crime with a minimum of harm to the communities they are sworn to protect and serve.


Originality/value
Policing has yet to view community interventions as potentially harmful. Realigning police ethics from a lying, cheating, stealing, lens to a "doing the least harm" lens can alter the practitioner's view of why evidence-based policing is important. Viewing executive decision from an evidence-based ethical platform is the future of evaluating police executive decisions.

Purpose
Our understanding of what intervention strategies are effective in improving the well-being of older adults experiencing elder abuse and self-neglect (EASN) is severely limited. The purpose of this study was to examine the use of a method called "teaming," a wraparound approach to provide enhanced social support to older adults experiencing EASN. A teaming intervention was administered by advocates in Maine, USA, as a component of a larger community-based EASN intervention, Repair harm, Inspire change, Support connection, Empower choice (RISE), implemented to complement adult protective services.


Design/methodology/approach
Qualitative interviews and a focus group were conducted with RISE advocates (n = 4). A descriptive phenomenological approach involving two independent assessors was used to code transcripts into themes and subthemes.


Findings
Three domains were identified: (1) team and support forming process, which describes the development of a supportive network based on each client's needs; (2) techniques, which refers to the specific strategies advocates use to promote collectivity and shared responsibility around the client; and (3) implementation challenges, which discusses the difficulties advocates encounter when using teaming with people experiencing EASN.


Originality/value
This study represents the first in-depth exploration of teaming in the context of EASN intervention. Preliminary findings on the experiences of advocates suggest that teaming is a beneficial approach to support the individualized needs of each client, and to promote improved and sustainable case outcomes for clients.