Learning from Error in Policing [electronic resource] : A Case Study in Organizational Accident Theory /
Shane, Jon.author.
While the proximate cause of any accident is usually someone’s immediate action— or omission (failure to act)—there is often a trail of underlying latent conditions that facilitated their error: the person has, in effect, been unwittingly “set up” for failure by the organization.  This Brief explores an accident in policing, as a framework for examining existing police practices.   Learning from Error in Policing describes a case of wrongful arrest from the perspective of organizational accident theory, which suggests a single unsafe act—in this case a wrongful arrest—is facilitated by several underlying latent conditions that triggered the event and failed to stop the harm once in motion.   The analysis demonstrates that the risk of errors committed by omission (failing to act) were significantly more likely to occur than errors committed by acts of commission.  By examining this case, policy implications and directions for future research are discussed.   The analysis of this case, and the underlying lessons learned from it will have important implications for researchers and practitioners in the policing field.
Description based upon print version of record.
Foreword; Acknowledgments; Contents; Abstract; 1 Introduction; References; 2 Theoretical Framework; 2.1...Brief Overview; 2.2...Organizational Factors; 2.3...Unsafe Supervision; 2.4...Preconditions for Unsafe Acts''Acts; 2.5...Unsafe Acts''Acts''; References; 3 Data and Methodology; 3.1...Qualitative Design; 3.2...Quantitative Design; 3.3...Participant Protection; 3.4...Research Questions; References; 4 Details of the Incident; 5 Show-Up Procedures, Relevant Policy Standards, and Training Standards; 5.1...Show-Up ProceduresProcedures; 5.2...Relevant Policy StandardsStandards; 5.3...Training StandardsStandards
References6 Analysis and Findings; 6.1...Organizational Factors; 6.1.1 Policy on Show-UpShow-Up ProceduresProcedures was Absent; 6.1.2 Internal and External Pressure for Results Due to Rising Crime; 6.1.3 Unsafe Supervision; 6.2...Preconditions for Unsafe ActsActs; 6.3...Unsafe ActsActs; 6.4...The Prevalence of ActsActs and OmissionsOmissions and the FailureFailure Points; 6.4.1 Descriptive Analysis; 6.4.2 Inferential Analysis; References; 7 Discussion, Policy Implications, Limitations and Directions for Future Research; 7.1...Discussion; 7.2...Policy Implications; 7.3...Limitations
7.4...Directions for Future ResearchResearchReferences; 8 Conclusion; Afterword; Index
Includes index.
While the proximate cause of any accident is usually someone’s immediate action— or omission (failure to act)—there is often a trail of underlying latent conditions that facilitated their error: the person has, in effect, been unwittingly “set up” for failure by the organization.  This Brief explores an accident in policing, as a framework for examining existing police practices.   Learning from Error in Policing describes a case of wrongful arrest from the perspective of organizational accident theory, which suggests a single unsafe act—in this case a wrongful arrest—is facilitated by several underlying latent conditions that triggered the event and failed to stop the harm once in motion.   The analysis demonstrates that the risk of errors committed by omission (failing to act) were significantly more likely to occur than errors committed by acts of commission.  By examining this case, policy implications and directions for future research are discussed.   The analysis of this case, and the underlying lessons learned from it will have important implications for researchers and practitioners in the policing field.
Criminology.
Criminology and Criminal Justice, general.
SpringerBriefs in Criminology