Final Report of the Morris Inquiry: The Case for Change

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Chapter Summary This chapter deals with: MANAGING DIFFERENCE 5 Recognising the importance of managing difference Managing difference The MPS’ approach to managing difference The views of MPS officers and staff How the MPS manages difference in the workplace The Diversity Excellence Model Disproportionality in managing conduct Disproportionality in complaints and discipline MANAGING DIFFERENCE 97
THE CASE FOR CHANGE “Rhetoric needs to be converted into reality.” Introductory Booklet on the Diversity Excellence Model Recognising the importance of managing difference 5.1 Before we comment on the approach of the MPS to managing difference, we consider it helpful to examine the reasons why the MPS and other public and private organisations should place much emphasis on issues of diversity. 5.2 ‘Diversity’ can be a valuable organisational tool which allows the organisation to state its values and deliver its message and mission. It demonstrates that the organisation sees people as individuals with a set of individual characteristics which should be understood, respected and valued. 5.3 It goes without saying that there is a strong moral case for an organisation to respond to individual needs but there is also a strong business case, which includes: “Widening the pool of potential recruits, improving service delivery to diverse groups by increasing the diversity of staff and meeting the requirements of legislation.” (Directions in Diversity, the Audit Commission) 5.4 However, managing difference is not just about having a policy. A policy cannot be a substitute for action. Process, however important, is in reality a means not an end and must never eclipse outcomes. Achieving outcomes requires leadership and commitment at all levels of the organisation. 5.5 Any organisation which is not focused on managing difference will risk failing to meet its legal obligations and, most importantly, non-delivery of high quality services. 5.6 For the MPS, the consequences are even more serious. Without the right approach, it will not achieve its aspiration of becoming the employer of choice in London but, even worse, there is a danger of the real advances it has made in policing the capital being thrust into reverse. Managing difference 5.7 When we use the term ‘managing difference’ we are not simply referring to managing people. The concept is much wider and also refers to strategic management, as well as managing resources, reputation, risk, communications and, of course, service delivery. 98
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THE CASE FOR CHANGE PEOPLE IN THE M
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Sir William Morris OJ Chair of the
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Anesta Weekes QC 1981 Called to the
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CHAIR’S FOREWORD approach we were
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THE CASE FOR CHANGE that it is nece
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THE CASE FOR CHANGE catastrophic. T
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THE CASE FOR CHANGE investigations
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THE CASE FOR CHANGE 1.52 However, t
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THE CASE FOR CHANGE Procedures. The
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THE CASE FOR CHANGE iv. candidates
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THE CASE FOR CHANGE i) That, when a
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THE CASE FOR CHANGE 23. That the is
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THE CASE FOR CHANGE 36. That where
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THE CASE FOR CHANGE “The primary
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THE CASE FOR CHANGE 2.14 The people
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THE CASE FOR CHANGE 2.24 Thus the C
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THE CASE FOR CHANGE The employment
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THE CASE FOR CHANGE 2.44 Therefore
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THE CASE FOR CHANGE misconduct. For
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THE CASE FOR CHANGE 2.67 As an exam
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THE CASE FOR CHANGE 2.76 They are e
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THE CASE FOR CHANGE 7.69 We conside
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THE CASE FOR CHANGE Figure 8 Recomm
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THE CASE FOR CHANGE 7.86 Whilst we
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THE CASE FOR CHANGE 7.94 One of the
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THE CASE FOR CHANGE 7.101 In additi
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THE CASE FOR CHANGE by DPS investig
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THE CASE FOR CHANGE We recommend th
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THE CASE FOR CHANGE Treating all th
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THE CASE FOR CHANGE 7.128 As a matt
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THE CASE FOR CHANGE 7.135 We unders
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THE CASE FOR CHANGE 7.144 We are co
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THE CASE FOR CHANGE task of the Inv
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THE CASE FOR CHANGE 7.160 In their
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Chapter Summary This chapter deals
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THE CAPACITY TO DELIVER ● “Is a
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THE CAPACITY TO DELIVER Figure 12 P
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THE CAPACITY TO DELIVER “… so t
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THE CAPACITY TO DELIVER 8.35 Devolu
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THE CAPACITY TO DELIVER services, f
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THE CAPACITY TO DELIVER 8.57 It com
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THE CAPACITY TO DELIVER Figure 13 A
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THE CAPACITY TO DELIVER that early
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THE CAPACITY TO DELIVER England and
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THE CAPACITY TO DELIVER We recommen
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THE CAPACITY TO DELIVER We recommen
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THE CASE FOR CHANGE “Training for
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THE CASE FOR CHANGE Figure 15 Polic
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THE CASE FOR CHANGE 9.16 It is impo
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THE CASE FOR CHANGE lot of people w
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THE CASE FOR CHANGE 9.51 Our survey
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THE CASE FOR CHANGE 9.60 HMIC point
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THE CASE FOR CHANGE 9.69 Even lower
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THE CASE FOR CHANGE 9.77 The proble
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THE CASE FOR CHANGE Promotion and s
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THE CASE FOR CHANGE 9.94 We are not
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THE CASE FOR CHANGE Managing indivi
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THE CASE FOR CHANGE 9.115 Work / li
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THE CASE FOR CHANGE with issues rel
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THE CASE FOR CHANGE MPS, is for the
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Chapter Summary LESSONS FOR THE FUT
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LESSONS FOR THE FUTURE occasion. It
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LESSONS FOR THE FUTURE ● 3 Februa
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LESSONS FOR THE FUTURE ● 18 Septe
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LESSONS FOR THE FUTURE and her fami
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LESSONS FOR THE FUTURE 10.37 We acc
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LESSONS FOR THE FUTURE 10.48 Failur
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LESSONS FOR THE FUTURE “The MPS h
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LESSONS FOR THE FUTURE “Learning
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LESSONS FOR THE FUTURE has been mad
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LESSONS FOR THE FUTURE Deputy Assis
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LESSONS FOR THE FUTURE “I do thin
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LESSONS FOR THE FUTURE ● 27 Decem
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LESSONS FOR THE FUTURE complainants
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LESSONS FOR THE FUTURE 10.104 We ar
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LESSONS FOR THE FUTURE 88. [Redacte
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LESSONS FOR THE FUTURE Detective Se
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LESSONS FOR THE FUTURE the MPS had
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LESSONS FOR THE FUTURE Delay 10.129
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LESSONS FOR THE FUTURE Lessons to b
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LESSONS FOR THE FUTURE 10.146 We ha
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THE CASE FOR CHANGE 11.9 This manif
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THE SECRETARIAT TEAM Amanda Kelly G
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THE INQUIRY PROCESS Extracts of thi
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TERMS OF REFERENCE AND COMMISSIONIN
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TERMS OF REFERENCE AND COMMISSIONIN
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THE WITNESSES Stephen Banyard, Inla
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ABBREVIATIONS AC Assistant Commissi
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Final Report of the Morris Inquiry: The Case for Change

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