Transitioning from recruit to officer: An investigation of how stress appraisal and coping influence work engagement

This study investigated stress, coping, and work engagement among Portuguese police officers while undergoing academy training and then 1 year later, when on duty. It was hypothesized that stress appraisal and coping preferences predicted engagement. Additionally, in order to test a full cross‐lagged prediction model, it was hypothesized that stress, coping, and engagement in recruits predicted these variables later when working as police officers. Structural equation modeling was used to test the research hypotheses. Results suggest that coping and stress appraisals do not seem to be strong predictors of work engagement among recruits and police officers on duty. With the exception of self‐blame, that seems to be a strong predictor of work engagement among police officers on duty. These results highlight the need to investigate other potential variables such as working conditions that may better explain work engagement. Considering the positive influence of engagement on health, wellbeing, and performance of police recruits and officers future applied and theoretical implications are discussed.     

Control and legacy as functions of perceived criticality in major incidents

This paper outlines a model that captures the experiences of 28 Senior Officers who have managed some of the most significant police incidents in the UK in the past 5 years. The process for capturing the model rests on ‘pragmatic psychology’ (Fishman, 1999; Alison, West & Goodwill, 2003), a paradigm that recognizes practitioners' experiences as a central component of research and policy development. We utilized a set of connected electronic notebooks to enable each critical incident manager to log their experiences and views of the case that they managed. As each individual logs this information, it is simultaneously distributed to all participants. Thus, information is rapidly shared, stimulating further thought and discussion. Following the initial knowledge‐sharing phase, participants reorder the material into themed categories that can then be scored against specific criteria (in this case ‘impact’ and ‘ease’). This session revealed that senior officers consider a combination of two co‐occurring issues as most significant in defining the ‘criticality’ of the incident: (i) how direct an impact the facet has on the enquiry at hand; and (ii) whether that issue will influence how the service will be judged (by the community, the victims and the media). These issues were perceived as the most complex and difficult to deal with. We argue that this perception is a joint function of perceived lack of control alongside the belief that judgment and blame regarding the incident will ultimately reside with them as managers. Copyright © 2004 John Wiley & Sons, Ltd.     

Trauma-Informed Police Responses to Rape Victims

ABSTRACT

Rape victims can benefit from trauma-informed approaches when reporting rape to police. Police interviewing skill can prevent survivor re-victimization while eliciting useful crime statements. However, rape myth acceptance and police culture may pose obstacles to a trauma-informed approach. Client empowerment, demystification, trigger reduction, and expressed concern for victim safety can be implemented by police agencies. Interdisciplinary collaboration, combating sexual harassment, gender balancing, emotional debriefing of officers, accountability to victims, new reporting methods, and advanced training protocols are elements of a trauma-informed approach.     

‘If something doesn’t look right,go find out why’: how intuitive decision making is accomplished in police first-response

ABSTRACT

Intuition is an important mechanism by which organizational actors make significant decisions; however, precisely how intuitive decisions are taken is not well understood and hence is worthy of closer scrutiny. First-response decisions, because of the conditions under which they are executed, offer researchers an interesting and relevant context for the study of intuitive decision making in organizations. We used qualitative methods to explore how “peak performing” police officers used intuition in first-response decisions. Our findings show that intuition’s role in first-response occurs in two differing but complementary ways: “recognition-based intuition” and “intuition-based inquiry”. This finding builds on previous intuition research and informs current debates in behavioural sciences regarding “default-intervention” versus “parallel-competitive” variants of dual-process theory; it also reveals how a complex and situated mix of intuition and analysis can guide effective decision making and support peak performance in uncertain, dynamic and complex environments that typify many organizational decision processes. Our findings contribute to intuition research by extending the current theory of “intuition-as-expertise” in going beyond a simple “recognize-and-respond” model. We propose a “Perceiving-Knowing-Enacting-Closing” framework which captures the complex role that intuition in combination with analysis plays in police first-response decisions, and discuss implications for decision-making policies and practices in organizations.