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'Surfing the Edge of Chaos': an Ethnography of Police Joint Working

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'Surfing the Edge of Chaos': an Ethnography of Police Joint Working ‘Surfing the edge of chaos’: An ethnography of police joint working Lindsay Cau Youansamouth This thesis is submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy October 2019 Department of Sociology To Mutti, Daddy, Edward, Granny, Grandpa and last but not least Anthony. i Declaration This thesis is the result of my own work and has not been submitted in support of an application for another degree at this or any other university. This project is a registered N8 Policing Research Partnership (N8 PRP) PhD studentship, funded by the Economic and Social Research Council (ESRC), however the views expressed are those of the author and not necessarily that of the N8 PRP or ESRC. ii Abstract Police joint working is a messy area of enquiry, which has thus far been somewhat compartmentalised in previous research. This thesis reflects the complexities of police joint working amidst an era of austerity. It advances complex adaptive systems (CAS) as a theoretical construct, through which to study and comprehend the process of joint working. The principal aim is to provide a deeper and richer understanding of joint working, by drawing primarily on observations and experiences of warranted police officers and civilian police staff. The more specific objectives are to identify the utility of police joint working as a solution to social problems; investigate how joint work is accomplished using an ethnographic approach; contribute to understanding how joint working challenges might be approach differently. Through the application of CAS, a holistic and contextualised account of joint working is provided. In this respect, the thesis differs from previous atheoretical studies and literature employing a ‘communities of practice’ (CoP) approach. Whilst acknowledging the relevance of shared cultural factors, this thesis seeks to shift attention to wider – personal and structural – contextual influences that give rise to the ‘punctuated’ progress in working together, generally overlooked in existing joint working theory. Ethnographic methods were applied as a key to unlock the intricacies and diversity of joint working experiences – both front- and back-stage – as the researcher was immersed in a large police force in England for 18-months. Fieldwork insights exposed the fragmented, unpredictable and interconnected ways in which joint working changes over time. Thus, networked policing was revealed as messy, evolving and seemingly out of control. The implications section stresses the importance of developing a formalised supervision model as a source of stability through, which employees can find ways to navigate change ‘churn’ and ‘surf the chaos’. iii Acknowledgements First, I am extremely grateful to the N8 Policing Research Partnership (N8 PRP). I have frequently been the subject of envy, as other students discussed difficulties in finding an organisation willing to participate in their research. Fortunately, this was not an issue I encountered given the pre-established relationship between Lancaster University and Lancashire Constabulary, through the N8 PRP. The N8 has also provided a platform to learn and develop as a researcher, and share my findings through events (e.g. the summer school and innovation forums) and annual reports. I also gratefully acknowledge the Economic and Social Research Council (ESRC) for providing my doctoral funding, without which this project would not have been possible. A sincere thank-you to my two academic supervisors for the opportunity to undertake this project and for providing advice throughout my doctoral studies. Professor Corinne May-Chahal has been a great source of wisdom, inspiration and encouraged my academic development. Without the recommendation from Dr Ian Paylor, I would never have considered ‘stepping-out’ of practice to begin this research journey. I am grateful for his commitment to supervision despite retiring in 2018. Thank-you to the strategic leads at Lancashire Constabulary police headquarters who were extremely receptive to the project and co-production of knowledge. In particular, Detective Chief Superintendent Susannah Clarke has provided guidance and ensured that the project remained relevant to 21st century policing problems. A special thank-you to the public protection unit, for enabling the findings to be embedded in organisational developments. I owe particular thanks to Inspector Gareth Stubbs for facilitating access, providing me with relevant contacts and long, life chats travelling the country for conferences. My gratitude goes to all the individuals who participated in my fieldwork; to the officers and staff for their warm welcome, allowing me to observe their work and answering my many questions. Without their generosity in giving their time, this study would not have been possible. It has been a privilege to gain such rich insights into an immensely challenging profession. I would also like to thank my family and friends; you know who you are. In particular, Edward, Becky, Helen and Stuart for their kindness and advice. To my Mutti, iv for always believing in me, taking an interest in everything I do and providing unwavering support. Through the good times and the bad, she is my inspiration and my rock. I owe her everything. Finally, I could not have completed this thesis without my soulmate and husband-to-be, who has provided me with an incredible source of support. He has experienced the highs and lows of the PhD process with me. I cannot thank him enough for his patience and calming influence, for always having tea on the table, and for providing endless reassurance, love and affection. v Contents 1 INTRODUCTION ................................................................................................ 1 1.1 Opening ...................................................................................................... 1 1.2 Background and context ............................................................................ 2 1.3 Research aims and argument ..................................................................... 6 1.4 Joint working – Why? What does it mean? ............................................... 9 1.5 Joint working as a ‘wicked problem’ ....................................................... 13 1.6 Theoretical approach ................................................................................ 15 1.7 Research methodology ............................................................................. 18 1.8 Research focus and objectives ................................................................. 19 1.9 Research interest and motivation ............................................................. 19 1.10 Practical relevance and impact ................................................................. 20 1.11 Thesis structure ........................................................................................ 22 2 RECONCILING A COMPARTMENTALISED LITERATURE ................. 25 2.1 Introduction .............................................................................................. 25 2.2 Part One – Literature review process ....................................................... 26 2.2.1 Literature identification ....................................................................... 28 2.2.2 Screening, eligibility and included literature ....................................... 30 2.2.3 Critical appraisal and analysis ............................................................. 32 2.3 Part Two – Barriers and facilitators to police joint working ................... 33 2.3.1 Communication and information sharing ............................................ 33 2.3.2 Joint training ........................................................................................ 35 2.3.3 Stereotypes ........................................................................................... 36 2.3.4 Conflicting purposes ............................................................................ 37 2.3.5 Power ................................................................................................... 38 2.3.6 Relationships ........................................................................................ 38 2.3.7 Trust, time and mutual respect ............................................................. 39 2.3.8 Shared space ......................................................................................... 40 2.3.9 Legal and therapeutic interventions ..................................................... 41 2.3.10 Conflict and consensus .................................................................... 41 2.3.11 Gender .............................................................................................. 42 2.3.12 Management, decision-making and daily practice ........................... 43 2.3.13 Responsibility and confusion ........................................................... 44 2.3.14 Resources and change ...................................................................... 45 2.3.15 Police culture(s) ............................................................................... 45 2.3.16 Summary .......................................................................................... 46 2.4 Part Three – The ‘effectiveness’ of police joint working ........................ 47 2.5 Part Four – ‘Communities of practice’ theory ......................................... 50 2.6 Concluding remarks ................................................................................
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