By Joanne Murphy (auth.)
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Extra info for Policing for Peace in Northern Ireland: Change, Conflict and Community Confidence
However, Flanagan’s appointment as acting Deputy Chief Constable in that year was significant as the review became his responsibility. Flanagan himself commented: I was appointed as Acting Deputy Chief Constable with a brief to examine our approach to policing and make recommendations as to how our approach to policing should change, if we were truly to be in an increasingly moving security environment. Now that would have been in about February 1995. So in fairness to Hugh it was then left to me to define how I would approach this.
Change in Northern Ireland policing The change process undergone in the RUC/PSNI is unusual for a number of reasons: it is deeply tied to political upheaval in its external Taking an Organisational Perspective 35 environment; it is widespread and felt throughout the organisation; and it was and continues to be monitored externally, albeit in different ways. While these factors are uncommon they are not unique. As we can see from the review above, other police organisations have undergone a process of organisational change (often due to the introduction of community policing methodologies) with varying degrees of success and failure.
He himself comments that his work has highlighted three particular concerns; that the link between formulation and implementation of strategy is not straightforward or linear; that in human society and organisation the past ‘projects the present towards the future’; and that interpretations of the past and present are subject to ‘filtering’ through the potent sieve of power and of politics (Pettigrew, in Cummings and Wilson 34 Policing for Peace in Northern Ireland 1993). By seeking to ‘catch reality in flight’, Pettigrew and his many co-authors have used a processual approach in contexts as diverse as ICI and the NHS.
Policing for Peace in Northern Ireland: Change, Conflict and Community Confidence by Joanne Murphy (auth.)