Police Health: Cultural Priorities
In order to help determine the cultural priority areas of focus for Police Health please respond to the question below by clicking on the image.
If you’d like to to refresh your understanding of each area, please see the descriptions below.
What does high performance look like in the Mission domain?
High Performing cultures provide clarity and alignment of direction for every staff member and manages to achieve a balance and connection between the ‘big picture’ vision, the strategies that operationalise it and the granular day-to-day expectations on staff. High performance in each of the Mission indexes might be described as follows:
VISION – The organisation has a shared view of a desired future state. The vision of the organisation captures the hearts and minds of its people and provides guidance and direction on both strategic and goal-oriented actions.
STRATEGIC DIRECTION & INTENT – Clear strategies provide guidance and the means through which the vision and goals will be attained. Strategic direction and intent outline the organisation’s plan to “make its mark” and achieve success. Clear strategic intentions convey the organisation’s purpose, aid in decision-making and prioritisation and make it clear how all functions and levels can contribute.
GOALS AND OBJECTIVES – A clear set of goals and objectives can be linked to the vision and strategy of the organisation and provide everyone with a clear direction in their day-to-day work. All individuals in the organisation have “line of sight” from their role/function to the overall goals and objectives of the organisation.
What does high performance look like in the consistency domain?
Consistency is about ensuring people have a high level of cohesion, integration, or agreement around values and organisational norms. Consistency helps people perform well because they understand the organisational ‘rules’ and expectations about how work gets done. Behaviour is rooted in a set of core values, individuals are able to reach agreement through incorporating diverse perspectives and the organisation activities are well coordinated and integrated across functional structures. High performance in each of the Consistency indexes might be described as follows:
CORE VALUES – There is a widely understood and shared a set of values, which creates a sense of identity and unity. The values provide staff with a clear set of expectations and consistent guidelines for appropriate behaviour and are deeply embedded into systems, processes and ways of working. ‘How’ things are done is equally important as ‘what’ things are done and behaviour that is inconsistent with the values (regardless of where it occurs) is actively managed.
AGREEMENT – There is the ability to reach agreement on critical issues. This includes both the underlying level of agreement and the ability to reconcile differences when they occur. Information sharing is promoted, and individuals/teams are rewarded and recognised for speaking up, presenting questions and participating in debate/discussions.
COORDINATION & INTEGRATION – Different functions and units of the organisation can work together effectively and efficiently to achieve common goals. Organisational boundaries do not interfere with getting work done and people recognise the impact their contribution may have on other parts of the organisation. Responsibility for problems is shared, rather than siloed in discrete areas.
What does high performance look like in the involvement domain?
Involvement is about ensuring that people are connected to their work and aware of its importance and its impact on the rest of the organisation. Organisations with strong involvement have leaders who are willing to trust their people, and staff who are comfortable to accept greater responsibility and are confident about their ability to work with people outside of their immediate circle. Work is achieved through developing and empowering people, rather than relying on hierarchies or a ‘command and control’ approach. High performance in each of the Involvement indexes might be described as follows:
EMPOWERMENT – Individuals have the authority, initiative, and ability to develop and manage their own work. This helps create a sense of ownership and responsibility toward the organisation, and self-leadership in service of organisational goals.
TEAM ORIENTATION – Is about recognising that no single individual can hold all the skills, experience and perspectives necessary to solve the most complex problems and challenges facing organisations today. Team orientation is about working collaboratively in a way that brings together the diversity and breadth of attributes necessary for both timely and effective action.
ORGANISATIONAL CAPABILITY – The organisation is continually investing in the development of employees’ skills in order to stay competitive and meet ongoing business needs. Continued development ensures people feel valued and supported and underpins effective empowerment at all levels.
What does high performance look like in the adaptability domain?
Adaptability is about ensuring that we go beyond ‘responsiveness’ and proactively look for new and improved ways to do work. Organisations with high adaptability are reflective and see both success and failure as a valuable learning opportunity. As a result, people feel willing to try new approaches, challenge the status quo and take appropriate risks. End-user needs and expectations are understood and considered as decisions are made. High performance in each of the Adaptability indexes might be described as follows::
CREATING CHANGE – Change is seen as an important part of the way the organisation operates. New ideas are welcomed and there is a willingness to try new approaches. Speed and agility allows the organisation to recognise and respond to the broader environment, reacting quickly where required and anticipating future changes.
CUSTOMER FOCUS – There is a passion and desire to cultivate relationships with end-users that ensures the organisation can anticipate and respond appropriately to their needs. The organisation actively seeks input and feedback from end-users and then applies that data as it makes decisions about how it operates.
ORGANISATIONAL LEARNING – the ability for the organisation to be reflective and engage in continuous learning is seen as an important asset and is applied in practice. When mistakes occur the focus is on ‘what can we learn?’ rather than ‘who is to blame?’.