Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
implementing the diversity agenda internally against the background of its
achievement in operational policing.
5.13 We have heard much about the MPS’ approach to diversity. Indeed, it has
dominated the evidence we have received. We appreciate that extensive work has
been undertaken both in developing the MPS’ policies in this area and in trying to
implement them across the organisation. We do not doubt the sincerity or the
commitment of those involved; indeed, we commend it.
5.14 However, in relation to managing difference in the workplace, the evidence
we have heard has left us with a number of concerns:
● we consider that the focus on a multitude of initiatives, however well
intentioned, has led to the message becoming diluted rather than the
management paradigm we see as essential;
● whilst the policy has been driven hard from the top of the organisation,
commitment at lower levels is not universal;
● the evidence we have received indicates there is no common understanding
of diversity within the MPS, the lack of which leads to confusion;
● we consider that the confusion we have detected about what the MPS
means by diversity could result in the concept being devalued, leading to
some of the efforts of the MPS to promote its message becoming counterproductive;
● managers are fearful of issues of diversity and lack confidence in managing
situations where difference is an issue. This is partly due to the fact that
when they get it wrong they are not challenged or coached through the
process; and
● we have detected what we think are the beginnings of a backlash. We are
concerned at the fact that a number of white officers have lodged
Employment Tribunal claims in recent years claiming discrimination on
grounds of race.
5.15 The concerns to which we have drawn attention may have detracted from the
significant advances the MPS has made since the Macpherson Report. The MPS
now needs to refresh and renew its approach to managing difference.
5.16 It is not appropriate for this Inquiry, or any other third party, to tell officers
and staff in the MPS how to address the problems we have identified. Through the
evidence offered to us we are able to identify some of the issues to be addressed
and we have made appropriate recommendations, but, in the end, the MPS needs
to manage the process and own the solutions.
5.17 Whilst we completely accept the value of diversity as an organisational tool,
we are concerned that, improperly applied, it can be a liability rather than an
asset and allow managers who are reluctant to manage to evade their
responsibilities.
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