Suchergebnisse

1 The Advent of Problem-Oriented Policing -- The "End Product" of Policing -- Problems as Behavior Patterns -- Evolution of the Problem-Oriented Approach -- Timeliness of the Problem-Oriented Model -- Old Wine with New Label? -- From Native Wisdom to Problem Solving -- A Hypothetical Example -- Building on a Foundation -- 2 Police Officers as Applied Social Scientists -- The Newport News Experiment -- The Battle of New Briarfield -- Expanding the Process -- Applied Social Research -- Science and Experience -- Finding Researchable Problems -- 3 Participation and Work Enrichment -- The Human Relations School -- Climbing Maslow's Hierarchy -- Enriching Jobs -- The Work Reform Movement -- Who Does the Thinking and Planning? -- The Police Officer as a Problem Solver -- The Officer as "Intrapreneur" -- 4 Problems of Planned Change -- Problems and Obstacles -- Sources of Resistance -- Force Field Analysis as a Requisite for Change -- Garnering Community Support -- Harnessing Human Resources -- Supportive Concepts -- Evolving a Paradigm -- Strategies -- Toward an Epidemiological Science of Problem-Oriented Policing -- 5 The Oakland Project -- The Oakland Police Department -- From Research to Reform -- Inception of the Program -- 6 Defining a Problem: First-Generation Change Agents -- Evolving a Joint Frame of Reference -- Facing Larger Implications -- The Inadequacies of the Academic Approach -- Prelude to Action -- The Travails of Planning -- The Fruits of Labor -- Review of Aims -- Two Steps Forward -- A Happening -- A Rebirth of Anxiety -- An Identity Crisis -- Task Force Activity -- Diminishing Returns -- The Feel of Success -- The Group Has a Guest -- An Unsuccessful Exercise -- Intensive Work -- Stage Fright -- A Full Measure of Success -- A Profile of Morale -- 7 Addressing the Problem: Inventing the Peer Review Panel -- The Interview Experience -- Foundation Building -- Germination -- A Side Trip -- Defining the Mission -- Constructive Conflict -- Tooling Up -- The Opening Night -- The Man Who Came to Dinner -- A Command Appearance -- A Study in Complexity -- Back to the Drawing Board -- Running Out of Steam -- Accomplishment -- An Interlude of Alienation -- The Interviewer as Theorist -- An Activity Profile -- A General Comment -- A Concluding Note -- 8 Addressing the Problem: Designing Family Crisis Teams -- Preliminary Explorations -- Tooling Up -- Shaping a Group Mission -- A Data-Processing Session -- Foundation Building -- Forging Links with Other Agencies -- Loveless Labor -- Fertilization and Cross-Fertilization -- A Spontaneous Review Panel -- Process and Product -- A Tortuous Interlude: Part I -- A Tortuous Interlude: Part II -- The End of the Tunnel -- A Loose End -- Final Comment -- 9 Implementing a Solution: Family Crisis Management -- Caveats and Rejoinders -- Group Problem Solving -- Peacekeepers as a Happy Breed -- Consumer Reaction -- The Referral Agencies: A View from the Bridge -- The Police as Referral Agency -- 10 Implementing a Solution: The Peer Review Panel -- The Walls of Jericho -- Kill and Overkill -- The New Man -- The Change Sequence: A Retrospective View -- From Changee to Changer -- The Importance of Being Perfect -- The Belated Rehabilitation of Officer White -- More Convincing Documentation -- The Incidence of Conflicts -- Injuries to Officers and Citizens -- Complaints against the Police -- The Initiation of Interaction -- The Type of Arrest -- Individual Productivity and Violence -- The Peer Review Panel -- What Could We Conclude? -- But Was It Problem-Oriented Policing? -- 11 Community Problem-Oriented Policing -- Being One's Own Police Chief -- Autonomy in Problem-Oriented Policing -- Autonomy and Morale -- But What of Quality Control? -- Composite Strategies -- How Does It Work? -- Studying Problems -- Linking Backyards -- 12 A Problem-Oriented War on Drugs -- Toward a Problem-Oriented Process -- Levels of Causation and Intervention -- Barriers to Cumulating Knowledge -- A War on What? -- Formal Problem-Oriented Interventions -- Sequencing -- Choice of Problem-Oriented Interventions -- Choice of Targets -- The Political Context of Problem-Oriented Drug Policing -- Postscript -- References -- Author Index.

Contemporary reform efforts in the public sector are more prone to be Tayloristic or traditional than those in the private sector. This fact is paradoxical, because a number of attributes of public sector organizations-including uncircumscribed technology, professional responsibilities of staff, inhouse promotion of managers-suggest payoff for participatory strategies. Such strategies in the public sector can encompass clients and staff, and can include continuing 'self study' evaluation. The paper summarizes two experiments-one involving police officers, and another featuring prison guards. In both cases, research was a component of a QWL-job enrichment effort combining personal and organizational development.