Torill Iversen

Om ledelse, IKT og sånt


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Spørreundersøkelse “Politi og samhandling”

Har du 3 minutter å avse og hjelpe med å svare på en spørreundersøkelse ?

Undersøkelsen skal brukes til en oppgave ved NTNU. Oppgaven tar for seg politiets muligheter til å økt dialog og samhandling med publikum ved hjelp av sosiale medier.

Undersøkelsen er anonym.

Hadde vært veldig fint om du kunne bidratt 🙂


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Police and social media

In connection with an assignment we are writing on we want to look into how the Norwegian police can use sosial media to acchive a better dialog and collaboration with the communities. Today there is just some minor attempts on doing this  (a couple of blogs and Facebook pages), and we believe there is a huge potential on this area.

Do you have any examples, own experiences or just good ideas on how this can be done ?

Please leave a comment and share 🙂


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Police and Change

A friend of mine called me today regarding a paper she is about to write on a management study.

The essence of the problem is something like: What is specific to law enforcement organizations in connection with restructuring and change?

We began to discuss change management and what this means. It struck me later that the question probably were designed from someone within the police organization.

Within the police there has traditionally been a culture of thinking that “the police organization is very special.”  This provides most impact when one wants to see what others are doing to solve their organizations challenges. Or when it’s about leadership.

Still another attitude prevails at the agency that one can not be a leader there, without having the police professional backgrounds and have gone all the ranks up. This will of course depend on the type of leader we are talking about, an investigation leader will necessarily require police expertise. But as we work our way away from the purely professional police leadership roles, the police could have increasingly used people with management- or other organization related education and skills. When it comes to economics, strategic management, organizational development, etc. is probably not always the best to recruit from the agency. At least not unless they are trained and actually discipline management.

Back to the changes and restructuring.

I do not think that the restructuring of the police is so much more demanding than in other organizations. Yes, it must take into account the political and legal constraints, but there are several government agencies that also need too that.  And that it is only the outer limits. When it comes to implementation, it’s all about the people. Change management. About involvement , communication, and to secure anchoring and ownership of the individual concerned.

I began to ponder at this question and problem .. so far I have not been able to find any evidence that it differs from other restructuring and change processes. The only thing I can think of is that they are implemented differently .. but I think that might be more about lack of expertise in change management, then that police organizations are so different.

What do you mean?


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Sosiale medier – i politiet?

Under er min artikkel som ble publisert i Politiforum, November med tittlen:

“Sosiale medier – et verktøy for økt kunnskapsdeling i politiet ?”

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Politiet som kunnskapsorganisasjon

I rapporten ”Politiet mot 2020” (POD, 2008) fremheves kunnskap som en kjernefaktor i politiets virksomhet. Kompetanseutvikling, operativ oppgaveløsning og strategisk planlegging av fokusområder er noen av de feltene hvor kunnskap skal være vår grunnpilar. Virksomheter som har kunnskap og arbeidskraft som en kritisk suksessfaktor for sin verdiskapning kalles en kunnskapsorganisasjon.

I sitt daglige virke opparbeider hver enkelt ansatt en unik kunnskap; det være seg kunnskap om ulike situasjoner man står overfor, lovverk, prosedyrer eller politimetodikk. I hvilken grad forvalter politiet en av sine viktigste ressurser, nemlig den kunnskapen som hver enkelt polititjenestekvinne og -mann besitter?

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Kunnskapsledelse

For å lede en kunnskapsorganisasjon har man tradisjonelt sett mot ledelsesformen ”Knowledge Management”(KM). Gottschalk (2004) definerer kunnskapsledelse som en metodikk drevet frem for å oppnå organisatorisk læring gjennom å fange, samle, skape, dele og anvende kunnskap med den hensikt å skape nye verdier for alle.

Grunntanken i tradisjonell kunnskapsledelse har vært å samle all tilgjengelig kunnskap i databaser for å kategorisere og organisere den til felles nytte.
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