ABSTRACT
In this second part of the book we have gradually developed our ideas about the police officer as a ‘professional’ and the type of performance and operational frameworks that are needed for policing to be ethically and human rights compliant. In Chapter 5 we were primarily concerned with the individual officer as a professional operating within the organisational culture. In the following chapter we then examined the implications of the managerialist performance model. We concluded that this model was not wholly congruent with the much broader balancing act that the new world of ethical, human rights policing was likely to demand. We then moved to examine three areas of operational policing and ask whether it was possible to see a professional, compliant approach emerging. We concluded that such an approach was emergent, to different degrees, in each of the areas.
