ABSTRACT
This chapter considers the place of research, and the ubiquitous “evidence based” approaches in the day-to-day work of police managers and administrators. Policing organizations tend, as do other applied professions, to promote staff who are excellent, highly experienced practitioners into strategic-level management positions. Part of the social responsibility of tertiary education institutions is to contribute to considered and validated policy and practice change in public services, of which policing forms a significant sector. The chapter considers the research skills police managers and administrators to develop skills as critical consumers of research or as active researchers themselves, and how research practice can become part of the organization. Skills are required in sourcing and evaluating existing research reports and in understanding the wider significance of the research for the local area and nationally, so as to avoid reinvention of the wheel. Original research is often required, particularly in order to assess local impact.
