FACTORS CONTRIBUTING TO THE USE OF EDP (ELECTRONIC DATA PROCESSING) IN LOCAL POLICE DEPARTMENTS (FROM LAW ENFORCEMENT DATA PROCESSING SYMPOSIUM - ANNUAL, 2ND, 1978 - SEE NCJ-54083)

• NCJ Number: 54094
• Author(s): R W ELLIOTT
• Date Published: 1978
• Length: 9 pages
• Corporate Author: International Assoc of Chiefs of Police
• Sale Source: National Institute of Justice/
• Language: English
• Country: United States of America

Annotation

THE INNOVATIVE CHARACTER OF ELECTRONIC DATA PROCESSING IN POLICE WORK IS DISCUSSED, AND FACTORS STIMULATING AND HINDERING INNOVATION ARE CONSIDERED.

Abstract

AT ITS PRESENT LEVEL OF ACCEPTANCE AND USE IN POLICE DEPARTMENTS, ELECTRONIC DATA PROCESSING (EDP) MUST BE CONSIDERED INNOVATIVE. FACTORS PROMOTING OR OBSTRUCTING INNOVATION GENERALLY ARE LIKELY TO INFLUENCE THE ACCEPTANCE OR REJECTION OF THE USE OF EDP IN A PARTICULAR POLICE AGENCY. A REVIEW OF THE LITERATURE SHOWS THE FOLLOWING FACTORS TO BE CORRELATED HIGHLY WITH SUCCESSFUL INNOVATIONS: (1) ENVIRONMENTAL COMPLEXITY, WHICH TENDS TO CREATE A PERCEIVED NEED FOR INNOVATIVE MEASURES TO DEAL WITH PROBLEMS WHICH ARE OTHERWISE UNMANAGEABLE; (2) PRODUCTION-ORIENTED GOAL, WHICH INVOLVES IMPROVING AND EXPANDING SERVICES MORE THAN IT GENERATES COST SAVINGS OR IMPROVES DECISIONMAKING CAPABILITIES; (3) ADMINISTRATIVE REFORM ORIENTATION, WHICH INVOLVES A DISPOSITION TOWARD SWEEPING REFORM, PARTICULARLY IN MANAGEMENT AREAS, AS OPPOSED TO AN INCREMENTAL EVOLUTION FROM EXISTING AREAS, AS OPPOSED TO AN INCREMENTAL EVOLUTION FROM EXISTING MANAGEMENT PATTERNS; (4) SLACK FINANCIAL RESOURCES, WHICH INDICATE THAT CITIES WITH A POOR BOND RATING ARE LESS LIKELY TO EXPLORE INNOVATIVE CHANGES THAN THOSE WITH A GOOD BOND RATING; AND (5) REGIONAL PATTERNS OF INNOVATION, WHICH INDICATE THAT INNOVATION HAS A CHAIN REACTION PATTERN IN REGIONS WHERE A PARTICULAR INNOVATION HAS PROVEN SUCCESSFUL IN LOCAL SPEARHEADING JURISDICTIONS. THE FOLLOWING FACTORS ARE LIKELY TO CORRELATE NEGATIVELY WITH INNOVATION: (1) ORGANIZATIONAL PERVASIVENESS OF INNOVATION, WHICH MEANS THAT A LARGE NUMBER OF PERSONNEL WILL BE AFFECTED BY THE PROPOSED CHANGE; (2) EXISTENCE OF AN ORGANIZATIONALLY ORIENTED STAFF, WHICH MEANS THAT PERSONNEL ARE LIKELY TO BE EMOTIONALLY ATTACHED TO EXISTING FORMS OF ORGANIZATIONAL OPERATION; AND (3) WEAK RESPONSIVENESS TO INNOVATION BY MIDLEVEL AND FIRSTLINE PERSONNEL, WHICH MEANS THAT THERE IS A LOW LEVEL OF EMOTIONAL ENERGY GENERATED TO INFLUENCE TOP MANAGEMENT TO UNDERTAKE SPECIFIC INNOVATION. AN UNDERSTANDING OF THESE POSITIVE AND NEGATIVE FACTORS INFLUENCING INNOVATION CAN GUIDE EFFORTS FOR MORE EFFECTIVE INNOVATION. REFERENCES ARE PROVIDED. (RCB)