Final Report of the Morris Inquiry: The Case for Change

MANAGING DIFFERENCE
5.63 It is not just senior managers in the MPS who take this view, as a variety of
witnesses have repeated it in different ways:
“You are right. That’s what happens as soon as there is any suggestion of a racial context.
They do everything by the book instead of risking resolving it informally.”
(Speaker during a London Police Station visit.)
“Lots of things are dealt with early but the organisation and lower management are scared to
deal with issues when race is involved. They push it upstairs. People will not be more honest
under the PDR [Performance Development Review] scheme. I know black people who have
been not performing and they have not been dealt with.”
(Speaker (minority ethnic manager) during a London Police Station visit.)
“The organisation tries to deal with people fairly but is disproportionate to women and visible
ethnic minorities. Race can be used differently. If I was in trouble, I would be treated differently.
They have to go further to prove there is a case for discipline.”
(Speaker (minority ethnic officer) during a London Police Station visit.)
“I absolutely agree with the people before – I have read all the transcripts previously. There is
what I would say now institutionalised cowardice within the Metropolitan Police Service and
the issues we have now is that everybody is in fear. Yes, some people obviously are still willing
to stand up and be counted but generally speaking there is a fear of dealing with things in case
of publicity: what is going to happen? Are you going to be considered a racist or a sexist or
whatever else, a homophobic, if you deal with something properly and effectively?”
(Evidence of Chief Inspector Julia Pendry (High Profile Case).)
5.64 We are extremely concerned about the general acceptance that black and
minority ethnic officers are treated differently when it comes to managing their
conduct. What seems to have been admitted by senior officers in the MPS is that
they are treated differently in two important respects.
5.65 Firstly, managers are reluctant to exercise managerial authority in respect of
minority ethnic officers on minor matters and so take no action; if the officer was
white he or she would have been reprimanded. This effectively deprives minority
ethnic officers of the opportunity to learn and to develop in response to constructive
criticism and support, which will ultimately damage career progression.
5.66 Secondly, managers seem to resort to formal processes more frequently instead
of applying the informal option. The result is that conduct goes uncorrected and
reaches the stage where formal action is inevitable. Instituting formal processes
then results in the individual’s career being put on hold until the matter is resolved.
5.67 This clear failure of management leads to black and minority ethnic officers
receiving detrimental treatment on the grounds of their race. They are either
subjected to formal processes where white officers would not be so subject or they
are deprived of the management support necessary to develop as a police officer.
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