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• W215804557 abstract "POLICE REFORM BY THE NUMBERS: WILL IT WORK? Wellford W. Wilms, Professor, UCLA Graduate School of Education and Information Science, and Department of Public Policy, UCLA School of Public Affairs “They’re riding us hard and putting us away wet,” quipped a veteran Los Angeles Police Department (LAPD) area captain, likening his job to the poor treatment some horses get after a hard race. By all accounts, William J. Bratton, who became chief in 2002, is riding the department hard. As soon as he landed in Los Angeles from New York, Bratton launched an all­out effort to reduce crime using electronic data to map and analyze crime patterns, and deploying police to hot spots. By most measures he is succeeding as violent crime has dropped 40 percent between 2002 and 2006 while it has increased slightly nationally. But, are there costs to such a hard­driving crime suppression strategy? What does it portend for developing bottom­up leadership throughout a large police department and sustaining it? What can be learned from examining the management strategies of past chiefs of police? The Research Agenda Before answering the questions let me say a few words about my own research so the reader can understand my viewpoint. I have spent the last 20 years conducting action research modeled on the work of social psychologist Kurt Lewin. While working inside industrial organizations, labor unions, schools, colleges, and the Los Angeles Police Department, I learned what Lewin had discovered a half­century earlier: That the action an organization takes to solve a problem produces new understanding. Lewin once remarked, “If you want truly to understand something, try to change it.” By working collaboratively with employees in these organizations, my research teams and I learned about problems in their context, gained deep access and insights into the organizations, and became participants in the solutions. We confirmed one of Lewin’s key observations – that a community of individuals who collaborate in identifying problems and their solutions helps an organization develop a heightened consciousness. The knowledge that we produced was not only useful to the organizations, but from it we developed new conceptions of organizational change for the larger research community and for the public. My research in the LAPD began in 1993, two years after the Rodney King beating and the “Christopher Commission” report, and a year after the riots. My team and I (we were from both UCLA and USC) were interested in documenting how changes recommended by the “Christopher Commission” were being implemented. We also hoped to formalize a research relationship between Los Angeles’ two large universities and the LAPD to provide data that would mirror employees’ perceptions back to the department so it could make adjustments." @default.
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• W215804557 date "2007-06-25" @default.
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• W215804557 title "Police Reform by the Numbers: Will it Work?" @default.
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