Skip to main content
Log in

Police systems and systems thinking: An interpretive approach to understanding complexity

  • Published:
Journal of Police and Criminal Psychology Aims and scope Submit manuscript

Abstract

To start a dialog with police and criminal psychologists concerning systems theory and policing, the authors are presenting the following paper. This paper shares their thinking about systems theory as it might apply to policing. The paper draws upon specific examples from one of the twenty largest police departments in the United States. These examples include: race relations, domestic violence legislation, financing, and developing specialized units. The authors present some of the major concepts associated with systems thinking. They selected—context, valid information, relationships, shared meaning, attractors and agents. In addition, there are recommendations for future direction of dialog and research.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Alford, A., & Rodriguez, E. (2004, January 26). Unequal force: Finding a solution: The escalation to fatal force.Austin American-Statesman, pp. A1, A6-7.

  • Alford, A., & Rodriguez, E. (2004, January 28). Unequal force: Finding a solution Piecemeal progress.Austin American-Statesman, pp. A1, A6-7.

  • Allen, G. S. (1995). The syntax of chaos. Semiotics and silence in Wittold Gombrowicz's cosmos [Electronic version]. Presented at theConference of the International Society for the Study of Narrative Literature, Park City, Utah, Spring 1995.

  • Barabasi, A. (2002).Linked. Cambridge, Mass. Perseus.

    Google Scholar 

  • Capra, F. (2002).Hidden connections: A science for sustainable living. New York: Doubleday.

    Google Scholar 

  • Dewey, J. (1938/1998).Experience and education. West Lafayette, IN: Kappa Delta Pi.

    Google Scholar 

  • Dietz, A. S. (1997). Evaluating community policing: Quality police service and fear of crime.Policing: An International Journal of Police Strategy and Management, 20, 1, 83–100.

    Article  Google Scholar 

  • Dietz, A. S. (2004).See-Read-Act: Exploring a conceptual framework for executive problem recognition. Unpublished dissertation. University of Texas at Austin.

  • Dooley, K. (1996). A nominal definition of Complex Adaptive Systems.The Chaos Network, 8, 1, 2–3.

    Google Scholar 

  • Dooley, K. (2002). Organizational complexity. In M. Warner (ed.),International Encyclopedia of Business and Management, 5013–5022. London: Thompson Learning.

    Google Scholar 

  • Dooley, K., & Corman, S. (in press). Agentbased, genetic, and emergent computational models of complex systems, to be published inEncyclopedia of Life Support Systems.

  • Dooley, K., Johnson, T., & Bush, D. (1995). TQM, chaos, and complexity.Human Systems Management, 14, 4, 1–16.

    Google Scholar 

  • Gell-Mann, M. (1994).The quark and the jaguar. NY: Freeman & Co.

    Google Scholar 

  • Gleick, J. (1987).Chaos: Making a new science. NY: Viking.

    Google Scholar 

  • Heylighen F. (1992): Principles of systems and cybernetics: An evolutionary perspective. In: Cybernetics and Systems '92, R. Trappl (ed.),World Science, Singapore, p. 3–10.

    Google Scholar 

  • Knee, S., Dietz, A. S., & Mink, O. G. (2000). Optimizing role performance: Police cadet development. In Austin Texas Police Department (ed),Resource Guide for Police Leadership—In-Service Training. Austin Police Department. TX.

    Google Scholar 

  • Lissack, M. (1997).Knowledge is not infrastructure: Applying metaphorical lessons from complexity science. Presentation to the London School of Economics Seminar on Complexity, February 13, 1997.

  • MacMurray, J. (1961/1991).Persons in relation. Atlantic Highlands, NJ: Humanities Press, Intl.

    Google Scholar 

  • McCay, D. A., & Mink, O. G. (1992): Validity in organizational research: A heuristic model.Human Resource Development Quarterly, 8(1), 51–71.

    Google Scholar 

  • Miller, W. L., Crabtree, B. F., McDaniels, R., & Strange, K. (1998). Understanding change in primary care practice using complexity theory.Journal of Family Practice, 46, 5, 369–376.

    PubMed  Google Scholar 

  • Mink, O. G. (2000).Leadership issues in the New Economy: Day one in the age of Prometheus. Keynote speech for the Leadership Consortium—Senior Executive Forum, Sydney, Australia, November 20–22, 2000.

  • Mink, O. G. (2001).Chaos and order: Information sharing in the New Age of Terrorism. Paper presented at the 30th Annual Meeting of the Society of Police and Criminal Psychology, October 3–5, 2001, Austin, Texas.

  • Mink, O. G., & Dietz, A. S. (2002). Meeting diversity with diversity: Challenges of complexity and command structure. Presented at the 31st Annual Meeting of the Society of Police and Criminal Psychologist, October 4, 2002, Orlando, Florida.

  • Mink, O. G., Schultz, J. M., & Mink, B. P. (1991).Developing and managing open organizations: A model and methods for maximizing organizational potential. Austin, TX: Catapult Press.

    Google Scholar 

  • Mullins, W. C. (2003).Crisis management: The administration and management of special operations units. Paper presented at the 32nd Annual Meeting of the Society of Police and Criminal Psychology, October 8–10, 2003, Corpus Christi, TX.

  • Rodriguez, E., & Alford, A. (2004, January 25). Unequal force: Finding a solution: Blacks bear the brunt when police use force.Austin American-Statesman, pp. A1, A8-9.

  • Rodriguez, E., & Alford, A. (2004, January 27). Unequal force: Finding a solution: Policing themselves.Austin American-Statesman, pp. A1, A7.

  • Senge, P. (1990). The leader's new work: Building learning organizations.Sloan Management Review, Fall 1900, 1–17.

  • Senge, P. (1994).The fifth discipline: The art and practice of the learning organization, New York: Currency/Doubleday.

    Google Scholar 

  • Snow D., & Paulsen, R. (1992). Crowds and Riots. pp. 395–402 inThe Encyclopedia of Sociology. 1st Edition. New York: Macmillan Publishing Company.

    Google Scholar 

  • Wheatley, M. (2001).Leadership and the new science, Revised. San Francisco, CA: Berrett-Koehler.

    Google Scholar 

  • Wheatley, M., & Kellner-Rogers, A. (1998).A simpler way. San Francisco, CA: Berrett-Koehler.

    Google Scholar 

  • Whyte, W. F. (1993).Street corner society: The social structure of an Italian slum (4ed). Chicago, IL: The University of Chicago Press.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Additional information

Authors' Note: A. Steven Dietz, Ph.D., is an Instructor with Texas State University at San Marcos in the Department of Criminal Justice. Oscar Mink, Ed.D., was Professor of Adult and Human Resources Development Leadership at the University of Texas at Austin until his death in September of 2004. He was licensed as a psychologist in both Texas and New York. He authored or co-authored 14 books and over 200 articles, monographs, and psychological assessment instruments. He founded a correctional counseling institute program at West Virginia University as a visible part of the Division of Clinical Studies that he directed. He had 14 years direct work experience in various aspects of criminal justice at the Federal, State and community level. Dr. Mink consulted with the Austin Police Department on issues related to executive coaching and organizational development.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Steven Dietz, A., Mink, O.G. Police systems and systems thinking: An interpretive approach to understanding complexity. J Police Crim Psych 20, 1–16 (2005). https://doi.org/10.1007/BF02806702

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF02806702

Keywords

Navigation