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2014-07-07 12:27

COMPOSITE conference "Good Leaderships in Times of Change – Empirical Findings and Suggestions for Police Leaders" by Kate Horton

COMPOSITE's final conference on "Good Leaderships in Times of Change – Empirical Findings and Suggestions for Police Leaders" on 12 and 13 June 2014 in Rotterdam (the Netherlands)

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2014-07-03 13:45

"Police is regain control by using twitter and Co."

COMPOSITE researcher were interviewed about their research on "police & social media".

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COMPOSITE Practitioners Conference on 11/12 December 2012

2012-12-18 16:25

Review: International conference on "Policing in a dynamic environment – how much change can a police force take?" on the 11th and 12th of December 2012 in Potsdam (Germany)

Police forces in modern Europe are under various kinds of pressure: social, political, economic, technological, and legal changes force police forces to react. Open societies and open borders offer new chances for criminals. Citizens demand security and value for money, but public funds remain scarce and the demands of police compete with demands from many different sectors in society. Politicians want police to be efficient, lean, responsive, and flexible, but at the same time stable, accountable and strictly sticking to the rules. Senior police officers are expected to perform like managers in big companies, but they are paid only a fraction of private sector salaries and bound by countless bureaucratic rules. Most citizens want their police forces to be professional, internationally oriented and linked across organisational and national borders, technologically advanced, unbureaucratic, friendly and tolerant, culturally open, morally decent and with a high level of personal integrity. We want management and leadership in our police forces to be on a par with the private sector, and we want to be sure that none of our tax payers’ money is wasted on clumsy procedures, inefficiency, and bureaucratic red tape. tl_files/fM_k0005/bilder/News/Programm_klein.jpg
 
Numerous change processes in most European police forces try to address these challenges, and most police officers feel subjected to a never ending stream of reforms and reorganisations, new rules and technologies, challenges and demands. Some of these changes succeed and manage to improve performance, raise commitment, and make people feel safer than before. But some changes fail to do so: They destroy rather than build commitment, they lead to a deterioration of professionalism and performance, they destroy trust, and they accrue unexpected costs. How can these divergent demands be reconciled and the dilemmas described above be solved?
 
On the 11th and 12th of December 2012, the first practitioners conference of the COMPOSITE project "Policing in a dynamic environment – How much change can a police force take?" took place at the Mercure Hotel in Potsdam (Germany). About 80 attendees – practitioners and scholars, politicians and leaders, researchers and academics out of 16 European countries – discussed with contributors and COMPOSITE researchers the following subjects: What is to be learned from more than 20 years of ambitious change processes in most European countries, how important is organisational culture, what role do external stakeholders play for police forces, are there different types of police forces which can be explained by a typology and finally, what might be the added value of the COMPOSITE project for future change management processes in police forces.
 
The conference was opened by a speech of the Chief Supervisor of the State Police of Brandenburg (Germany), Jürgen Jakobs, in which he emphasised the importance of the European Union as a joint region of freedom, security and justice and the necessity of a close cooperation between Europe’s security authorities.
In his presentation on "Too much change may kill you – Lessons from organization studies", Prof Dr Arndt Sorge, Acting Director of the Research Unit Internationalization and Organization of the Social Science Research Center Berlin (WZB; Germany), showed that repeated and dissonant strategic changes within private organisations can lead to bankruptcy or even to the death of an organisation.
Prof Dr Christoph Reichard from Potsdam University (Germany) was dealing with “Public management reforms in Europe” and stated the end of New Public Management. He advocated for a reformation of the public sector while implementing modern approaches.
In further presentations, project results of Action Line I were presented and discussed in three workshop sessions at the second conference day. The speakers were: Dr Gabriele Jacobs, COMPOSITE project coordinator from Erasmus University Rotterdam (EUB; the Netherlands), Marlijn de Lange, COMPOSITE project manager (EUB; the Netherlands), Prof Dr Arjan van den Born, COMPOSITE Work Package 1 leader, & Melody Barlage (Utrecht University; the Netherlands), Dr Jochen Christe-Zeyse, COMPOSITE dissemination coordinator (University of Applied Sciences of the State Police of Brandenburg, FHPol BB; Germany) and Dr Leslie Graham, COMPOSITE Work Package 2 leader (Durham Business School; Great Britain).
 
A conference documentation brochure will follow soon.
 

Downloadable conference presentations :

 

Impressions of the conference: here

 
The conference was organised by the German COMPOSITE country team of the University of Applied Sciences of the State Police of Brandenburg, leader of COMPOSITE’s Action Line III (Knowledge Dissemination and Transfer) and in charge of Work Package 9 (Dissemination).

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