Academic team: Dr Leah Tomkins, Professor Jean Hartley
Policing partners: Metrpolitan Police Service
This project aims to embed the key findings of the OU’s action research project on Organizational Learning (3.07). A key focus is on operationalising the OU’s Blame to Praise model, which is linked closely with the new Police Conduct Regulations Act, 2020, and its introduction of the category of Reflective Practice. The Blame to Praise model maps different possible reasons for failure in policing. It is being used as a tool-kit to put individualised fault, blame and misconduct in a broader organizational context, encouraging explicit recognition that things can go wrong in policing even when every single rule, regulation and best practice has been followed. It is now being used by MPS to inform their new Complaint and Conduct Reflection Scheme.
The Blame to Praise model demonstrates that:
In addition to our work to embed the Blame to Praise model, the team is developing research in the following main areas:
|Title||Outputs type||Lead academic||Year|
|Bridging the theory/practice gap in policing: 'What matters' versus 'What works' in evidence-based practice and organizational learning||Action research report||Tomkins, L||2020|