Final Report of the Morris Inquiry: The Case for Change

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.
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