Police officers as change agents in police reform
In: Policing & society: an international journal of research & policy, Band 18, Heft 1
ISSN: 1043-9463
In: Policing & society: an international journal of research & policy, Band 18, Heft 1
ISSN: 1043-9463
In: Policing and society: an international journal of research and policy, Band 18, Heft 1, S. 60-71
ISSN: 1477-2728
In: The annals of the American Academy of Political and Social Science, Band 508, Heft 1, S. 218-219
ISSN: 1552-3349
In: The annals of the American Academy of Political and Social Science, Band 478, S. 58-72
ISSN: 0002-7162
The impact of congested prisons is not primarily a problem of population density, but of corollaries of crowding such as social instability, lack of programming, & the ascendance of custody goals. Congestion affects staff as well as inmates, & different inmates are affected differently. Some have antisocial tendencies exacerbated; others suffer from mental health problems. Staff subserve custody goals, but less effectively because social control mechanisms -- eg, programming & classification -- are impaired by crowding. A recent prison riot points to transience & idleness as key preconditions & shows the results of congestion in escalating sequences that include crisis management. The most serious consequence of crowding is warehousing, which creates a prison climate that prevents inmates from serving time in customary ways. It remains to be determined whether this result constitutes disproportionate -- hence unlawful -- punishment. HA
In: The annals of the American Academy of Political and Social Science, Band 478, Heft 1, S. 58-72
ISSN: 1552-3349
The impact of congested prisons is not primarily a problem of population density, but of corollaries of crowding such as social instability, lack of programming, and the ascendance of custody goals. Congestion affects staff as well as inmates, and different inmates are differently affected. Some have antisocial tendencies exacerbated; others suffer from mental health problems. Staff subserve custody goals, but subserve them less effectively because social control mechanisms—such as programming and classification—are impaired by crowding. A recent prison riot points to transience and idleness as key preconditions and shows the results of congestion in escalating sequences that prominently include crisis management. The most serious consequence of crowding is warehousing, which creates a prison climate that prevents inmates from serving time in customary ways. It remains to be determined whether this result constitutes disproportionate—hence unlawful—punishment.
In: The annals of the American Academy of Political and Social Science, Band 452, S. 53-62
ISSN: 0002-7162
Violence against police is a problem that calls for organizational solutions. Among dangers to be avoided are crisis-induced panic & the minimization of the problem, as well as strategic planning by police leadership without rank-&-file participation. Even the most serious violence problems afford opportunities for learning if such problems are addressed by cross sections of a police department's membership. Police unions can be involved as partners in organizational problem solving, as has occurred in industry in Quality of Work Life experiments. Joint worker-manager problem solving is independent of labor-management negotiations, which can take adversary form. Recent experiences in the Oakland (Calif) Police Dept have shown that even problem officers -- officers who contribute to citizen confrontations -- can design interventions that reduce violence levels in a community. The Oakland model presupposes that organizational reform activity can simultaneously increase organizational effectiveness & enhance personal problem-solving capacities. As officers help shape a more responsive police agency, they engage in activities -- analyzing data & evolving data-based solutions -- that refine their skills & build their morale. HA.
In: American behavioral scientist: ABS, Band 23, Heft 5
ISSN: 0002-7642
In: The annals of the American Academy of Political and Social Science, Band 452, Heft 1, S. 53-62
ISSN: 1552-3349
Violence against police is a problem that calls for organizational solutions. Among dangers to be avoided are crisis-induced panic and the minimization of the problem, as well as strategic planning by police leadership without rank-and-file participation. Even the most serious violence problems afford opportunities for learning if such problems are addressed by cross sections of a police department's membership. Police unions can be involved as partners in organizational problem solving, as has occurred in industry in Quality of Work Life (QWL) experiments. Joint worker- manager problem solving is independent of labor manage ment negotiations, which can take adversary form. Recent experiences in the Oakland Police Department have shown that even problem officers—officers who contribute to citizen confrontations—can design interventions that reduce violence levels in a community. The Oakland model presupposes that organizational reform activity can simultaneously increase organizational effectiveness and enhance personal problem- solving capacities. As officers help shape a more responsive police agency, they engage in activities—analyzing data and evolving data-based solutions—that refine their skills and build their morale.
In: American behavioral scientist: ABS, Band 23, Heft 5, S. 653-665
ISSN: 1552-3381
In: Public opinion quarterly: journal of the American Association for Public Opinion Research, Band 22, Heft 1, S. 57-66
ISSN: 0033-362X
In the winter of 1941-1942 26 professional people & public figures tried to predict the course of events in the following decade & the state of the world in 1952. These predictions were obtained by H. Cantril by requesting the R to 'write out your general predictions of how things will turn out within the next 10 yrs.' A summary of the findings of an over-all content analysis & a rank ordering of the accurate predictions are presented. Data from letters antedating & post-dating Pearl Harbor were coded separately. A prediction involves the selection of past experiences which seem to be relevant to the developing sequence of events, but it is always a guess & successful prediction depends on an ability to anticipate novelty. Immediate experience, such as Pearl Harbor, tends to influence the nature of prediction, its direction & emphasis. Examples of the wishfulfilling character of predictions are given. Frustration only sometimes appears valuable in prognostication. The characteristics of good prediction are noted. All of the foreign-born people in the sample were successful predictors; these are seen as people who were prevented from growing strong pol'al & ideological roots. The successful predictors were characterized by a wide scope of experience & a broad cultural background. Various predictions are closely interrelated, & the 2 most accurate documents pose several alternative sequences rather than oversimplifying. Good predictions are cautious since they take emergence into account & they are not strongly motivated. It is finally noted that a prediction may be correct because the predictor's premises are valid or because of the irrelevant fact that his att's & wishes happen to coincide with the course of events. J. D. Twight.
In: Public opinion quarterly: journal of the American Association for Public Opinion Research, Band 17, Heft 3, S. 391-394
ISSN: 0033-362X
Using PO polls for the period 1938-1952 the cultural interpretation (the reason why conservatism varies with increasing age is due to individuals' being reared in different times having different cultural patterns and influences) is challenged in favor of attributing the change to bona fide psychological variables. Opinions regarding conservatism, adherence to habits and traditions, resistance to innovations and emotional retrenchment are used. L. P. Chall.
In: The public opinion quarterly: POQ, Band 17, Heft 3, S. 391
ISSN: 1537-5331
In: Journalism quarterly: JQ ; devoted to research in journalism and mass communication, Band 37, S. 173-185
ISSN: 0196-3031, 0022-5533
In: The public opinion quarterly: POQ, Band 22, Heft 1, S. 57
ISSN: 1537-5331
In: Public opinion quarterly: journal of the American Association for Public Opinion Research, Band 19, Heft 1, S. 53-67
ISSN: 0033-362X
A 'crisis situation' occurs when the mechanisms (rationalization, etc) serving to support belief systems become ineffective, & the individual is left with an 'invalidated or inoperative ideology.' Typical circumstances in which this takes place are (1) deprivation & frustration combined with inactivity, isolation, & long periods of self-communion; (2) the presentation of evidence which sharply invalidates the system of beliefs; & (3) traumatic experiences which bear no necessary relationship to the belief system. Examples of such situations & the mechanisms & process which they set in motion are discussed including: soldiers in wartime, Nazi leaders in the Nuremberg Trials, Communist Party members & sympathizers, etc. K. Geiger.