module 2 Flashcards
(35 cards)
1
Q
social identity theory
A
- group membership is integrated into a persons self-perception and identity (often view ourselves positively in groups)
- helps to create meaning and engage in shared group goals, interests and values
- belonging is a human need
2
Q
considering groups within policing
A
- multiple groups within EPS – level of authority/rank, unit, civilian vs sworn, other first responders
- spending so much time trying to join/work for the police, you can become very integrated and fit right in
- can change perception of themselves
- because they have such a strong group it can impact their perception of themselves, and if they don’t fit in it can be harmful
3
Q
3 modes of belonging
A
- engagement
- alignment
- imagination
4
Q
engagement - mode of belonging
A
- active negotiation of meaning with the group to sustain identification
- e.g. social work roles, engagement within communities and maintaining safety
5
Q
alignment - mode of belonging
A
- coordinate behaviours so they are congruent with the collective an its goals/values
- e.g. meeting at the start of the day
6
Q
imagination - mode of belonging
A
- create an image of oneself and one’s community/group
- i.e. the police: imagine this as an important part of who they are, ex. gun is part of their identity of who they are, tends to be strong within police
7
Q
sources of belonging
A
- social relationships
- common activities
- symbols
- artefacts
- spaces
- investment
8
Q
social relationships - sources of belonging
A
- interactions with other members of group, interpersonal piece, unity and group spirit, sense of personal connection
- e.g. partner/shift work, canine units, superior officers, cohorts/cliques
9
Q
common activities - sources of belonging
A
- do they have activities that they all work towards together or individually?
- do they have joint accomplishments?
- e.g. same training, partner/group patrolling, community engagement, protect and maintain safety, take breaks together, reports
10
Q
symbols - sources of belonging
A
- representing the group and showing they are part of this group
- what represents those groups?
- e.g. oilers logos, orange and blue
- e.g. uniform, utility belt, colour blue, badge, red and blue sirens, police cars, handcuffs, hat, police crest
11
Q
spaces - sources of belonging
A
- in which they work together, belong together, physical locations
- e.g. station, hospitals working with other first responders, cruiser, community/division they are in
12
Q
artefacts - sources of belonging
A
- objects of cultural or historical interest
- e.g. badge, police uniform, horse and RCMP (red uniform, challenge coins)
13
Q
investment - sources of belonging
A
- extent to which person actually impacts the group, are they invested and engaging with the group, actively impacting group through membership
- time worked for the force, criticism from public and connecting with one another, debriefing
14
Q
organizational culture
A
- shared understanding of formal and informal work practices
- core values shared within the organization
- set of assumptions and unspoken rules
15
Q
organizational culture in police work
A
- structure
- formal
- professional
- logical/ethical
- strength and community
- respect
- having your partner’s back/community
- suspicion/mistrust
16
Q
policing as an influence the development of the culture
A
- shared experiences
- authority role
- recruiting and training
- expectations/control
17
Q
police culture is evident in
A
- stories
- symbols
- power structure
- organizational structures
- control systems
- rituals & routines
- paradigm
18
Q
changing influences - reduced social rituals
A
- separation between work and home
- drinking with coworkers less often
19
Q
changing influences - increased scrutiny
A
- highlights importance of documentation and decision-making
- everything is recorded and social media can comment on everything
20
Q
the police family - police culture aspect
A
- collective identity and sense of cohesion with police officers
- shared experiences that others often do not understand
- protect and trust one another
- stories to help officers know who they can trust
- consequence of the potential dangers inherent in the job
21
Q
us vs. them and the general public - police culture aspect
A
- strengthens cohesion and belonging between officers because they are there in a role that creates separation
- can be related to:
- distance created by authority of the role
- negative interactions and reactions
- negative media portrayal
- police misconduct
22
Q
us vs. them and senior management - police culture aspect
A
- perceptions of:
- disconnection between senior management and what is happening on the frontline
- focus on punishment by senior leadership (viewed by front line)
- lack of recognition for effort or achievement
23
Q
us vs. them and senior management within the service
A
- constable, sergeant, staff sergeant, inspector, superintendent, deputy chief, chief (slowly lose connection from front line)
- sense of front line vs. senior leadership
- across many jobs, not just policing
- often division at the point they wear white shirts (superintendent) – reinforces disconnection and separation
24
Q
masculinity - police culture aspect
A
- need to appear “tough/strong”
- reliance on coping strategies such as dark humor
- perception that psychological illness or seeking psychological support is a sign of weakness
- improved within recent years
- traditional definition of masculinity
25
masculinity contest culture (MCC)
- Idealization of traditional masculine characteristics and those characteristics becoming norms within an organization
- individuals constantly perceive pressure to prove their masculinity
- some"masculine characteristics" may sense like athleticism and courageousness
26
downside of MCC
- at certain points in the day these are good, but in certain situations it can not be beneficial
- stoicism – control emotions in different situations
- can take it too far
- reconnect with own emotions to cope with them
27
MCC dimensions
- dog-eat-dog
- put work first
- strength and stamina
- show no weakness
28
dog-eat-dog - MCC dimension
- ruthless competition in which people can't be trusted, as they may exploit others
- e.g. putting in for promotion – explain how they demonstrated skills that they are looking for, officers worried that they are going to be the person where someone else used them to show off their skills
29
put work first - MCC dimension
- expectation of devotion to the job over family or others life obligations
- police service comes first, missing birthdays/christmas, always being available/on call, working overtime and potentially moving around
30
strength and stamina - MCC dimension
achievement status, respect and value placed on the demonstration of physical strength, athleticism, courage, authority and endurance
31
show no weakness - MCC dimension
- expectation of confidence and absence of vulnerable emotions, doubt or uncertainty
- e.g. seeing reaching out as a weakness, always being confident, not having vulnerable emotions, they do not experience doubt, being emotionally positive
32
subculture differences
- perceptions that higher value is placed on roles requiring:
- mental and physical toughness
- higher value is also placed on roles that value traditional masculinity like tactical or homicide units
33
MCC impact - negative correlations
- psychological safety
- distributive justice
- procedural justice
- organizational identification
- job satisfaction
- wellbeing
34
MCC impacts - positive correlations
- harassment
- turnover intentions
35
identifying with police culture
- participants’ sense of belonging reflected as:
- pride
- focus on shared values (e.g. social mission)
- taking care of each other
- hard work directed with achieving common goals
- describing themselves as ‘police’, not working in a police service
