1. Scottish Police Service Reform A Cultural Evaluation Supt Andrew Tatnell (SIPR Practitioner Fellow) Mr Garry Elliott (SIPR Associate Fellow)

2. Background OGC Gateway Review April 2012 Schein’s Rapid Cultural Assessment Three levels of Organisational Culture 1. Artefacts 2. Espoused Values 3. Underlying Assumptions Assessed by Focus Groups & Questionnaire

3. Focus Groups RPU in Fife, CSP, L&B and Strathclyde MIT/Serious Crime Teams Tayside, Grampian, Northern and SCDEA North Team Recorded (issue for some participants)

4. The Competing Values Framework Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation

5. The Dominant Culture Types Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation ADHOCRACY Dealing with the problem – being creative – rank and roles less important MARKET A focus on performance – being better than others HIERARCHY Valuing roles and rules – civil service culture CLAN Share vision and goals – participation, cohesion, individuality. A sense of ‘We-ness’

6. Organisational culture profile Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation Cameron and Quinn 2006 Clan HierarchyMarket Adhocracy Scottish Police forces Cameron and Quinn 2006

7. Two Forces Current Profile Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation Cameron and Quinn 2006 Clan HierarchyMarket Adhocracy Force B Force A

8. Ideal or Preferred Profiles Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation Clan HierarchyMarket Adhocracy Force B Force A

9. Ideal v Current – Rank or Grade variations Flexibility and Discretion Stability and Control Internal focus and Integration External Focus and Differentiation Clan HierarchyMarket Adhocracy Executive (Current) Non- executive (Current) Ideal (average)

10. OCAI – the instrument Looks at six aspects of the organisation: –Dominant characteristics –Organisational leadership –Management of employees –Organisational glue –Strategic emphases –Criteria of success

11. Organisational characteristics – Force A ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy Dominant Characteristics Organisational Leadership Management of Employees Organisational Glue Strategic Emphases Criteria for success

12. ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy ClanAdhocracy Market Hierarchy Dominant Characteristics Organisational Leadership Management of Employees Organisational Glue Strategic Emphases Criteria for success Organisational characteristics – Force B

13. Mind the Gap – seeing the differences ‘Ideal’ profile similar across all forces and agencies Significant differences between ‘ideal’ and current profiles – stronger Clan and Adhocracy and weaker Market and Hierarchy in the ‘ideal’ profile Significant difference between one force and remainder Desire for more discretion and autonomy within an organisation with strong shared values Gap between perception of Executive level managers and others

14. Tension between officers sense of mission and target driven performance culture Disaffection with managers perceived to have no previous experience in the specialism Strong Clan and professionalism being undermined by focusing on low skill targets and non-specialist tasks Focus Groups – with specialist units

15. Extracts from focus groups “what we are focusing on now... is very basic stuff, which you don’t need the skills which we’ve been trained in to do. “ “It’s massively frustrating from my perspective, all that mass of expertise absolutely wasted; you’re not allowed to do what you’re good at doing.” “we don’t engage with community; well we do, we enforce things, but we dinnae engage with them” “We don’t do warnings anymore.’ It’s a case of ‘if you stop them, you book them’.”

16. Conclusions An important degree of cultural diversity across 10 forces and agencies Sense of Clan important to staff – they want greater sense of it Tension between officers sense of mission and target driven performance culture Staff want organisation which has greater degree of adhocracy and that leaders encourage operational staff to use their discretion, flexibility & creativity in finding local solutions to local problems