1. Group Think
A mode of thinking that people engage in when they are deeply involved in a cohesive in-group,
when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action (Janis 1972: 9)
When the desire for unanimity overcomes a group’s ability to make rational assessments on all available information
Can include an unquestioned belief in your moral correctness – religious (give your life to God) or political (Nazi Germany)
Reduces team effectiveness because it can remove the ability/need to question or validate

2. Group behaviour Group Behaviour -
Positive and provides for trust, belonging, reliance,
Resulting in being happy at work - better more efficient service
Like minded people with similar ideas expectations
Did not join public service to make a fortune
Joined to
serve –
make a difference
belong
get self esteem (Maslow 1987)
Develop identity
Fitting-in (Baigent 2001)
Surface acting that develops into deep acting (Hochschild 1983)
Culture can inclusive
Realise needs (Maslow 1987)
Avoid alienation (Marx)
Resisting deskilling (Braverman 1974)
Culture can be negative
Racism (Macpherson 1999)
Sexism (Baigent 2008)
Resist modernisation (Baigent 2007)
Outsiders seen as the
other (civvies)
naive (what do they know about doing the job)
deviant stereotyping (sanctions taken against groups)
What are the stereotypes associated with being black? How might these affect a black male who wants to join the police?
What are the stereotypes associated with women – how will this effect women who want to join the fire and rescue service?

3. Formal Public Service Culture
Weberian Bureaucracy
Written rules (orders) for everything
A clear chain of command
No room for entrepreneurs
Rationality rules
An iron cage (Weber)

4. CAMBRIDGESHIRE FIRE AND RESCUE SERVICE - CFRS STRUCTURE
CHIEF FIRE OFFICER
TOM CARROLL
COMMUNITY SAFETY DIRECTORATE
Lawrie Booth
MANAGEMENT SERVICES DIRECTORATE
Cheryl Rolph
DISTRICT COMMUNITY SAFETY
CAMBRIDGE CITY DISTRICT HUNTINGDON DISTRICT
Dave Warren Peter Sharpe
EAST CAMBS DISTRICT PETERBOROUGH DISTRICT
Dave Robertson Paul Malinowski
FENLAND DISTRICT SOUTH CAMBS DISTRICT
Paul Fredericks Pat Kilby
FIRE CONTROL
Elaine Wakerley
PERSONAL & ORGANISATIONAL DEVELOPMENT
GROUP
Maurice Moore
CORPORATE & DEMOCRATIC SERVICES
GROUP
Fiona Fowler
HUMAN RESOURCES
Tracy Bennett-Tighe/
Marissa Reynolds
TECHNICAL SERVICES DIRECTORATE
Peter Warner
RESOURCES DIRECTORATE
John Hummersone
FLEET & EQUIPMENT SERVICES GROUP
Frank Laska
COMMUNITY RISK MANAGEMENT GROUP
Gerry Dacey
FINANCE & CONTRACT MANGEMENTGROUP
Matthew Warren
INFORMATION & COMMUNICATIONS TECHNOLOGY GROUP
Martin Scott
NEW DIMENSIONS OFFICER
Andy Dunlop
AUDIT OFFICER
Mark Bennett-Tighe
PAYROLL TEAM
Daphne Baker
PROPERTY & ESTATES GROUP
Danny Rust

5. consistent demonstration consistent demonstration
CPD
Required
training
inputs
Crew
Management
Development
Programme
CREW
MANAGEMENT
Specialist
Role
Appointment into
Crew Management upon
consistent demonstration
of competence.
Eligible to access
an NVQ award.
Decision about progression to
Watch Management based
upon information gathered
from the Supervisory
Management ADC and
workplace assessment .
Supervisory
Assessment
Centre
CPD
Required
training
inputs
Watch
Management
Development
Programme
WATCH
MANAGEMENT
Middle
Assessment
Centre
Decision about progression to
Station Management based
upon information gathered
from the Supervisory
Management ADC and
workplace assessment.
Test of
Potential
Appointment into
Watch Management upon
consistent demonstration
of competence.
Eligible to access
an NVQ award.
Specialist
Role
FIREFIGHTER
FIREFIGHTING
CPD
FF Competence confirmed through consistent performance. Eligible to access an NVQ award.
Potential to
develop beyond
role identified through
continuous workplace
assessment and a snapshot
of PQAs.
Point of Entry
Assessment
Firefighting
Development
Programme
Phase III
Attraction
Phase I
Phase II
Test of
Potential

6. Forming a society
Jones (1994) suggests that Durkheim has an orthodox consensus view of social structures made up of norms, values and rules.
Durkheim argues we learn about norms, values and rules through socialisation
Norms values and rules serve the function of making social life possible
Each generation of people pass on these norms, values and rules to the next (tradition)
Functionalists believe in a society formed by social structures
Structures that become real in their consequences (W I Thomas)
The argument of functionalist is that any social process exists because they serve a function
For example we have laws because they lay down the boundaries of what is acceptable in a society
Durkheim uses the term ‘social solidarity’ to describe how people achieve social order
Social solidarity was achieved by collective standards and rules of behaviour that make the ‘social glue’ that holds society together
Social solidarity/order flows from consensus - the existence of shared norms, values and rules
When individuals do not feel they belong in a society – share the same norms and values they feel alienated a situation that Durkheim saw as ‘anomie’
Mayo, recognise that workers at Hawthorn suffered from anomie – they did not feel as is they belonged – during his experiment he made them feel important – that they belonged and therefore they were happier and worked harder.

7. Durkheim A collective way of living/being can be termed a ‘culture’
Cultures can be macro – gender, ethnicity, class
Cultures can be micro – family, work, teenagers
Each generation has the ability to change their culture
People have a choice if they comply or not
In Public Services there are two cultures
Formal
Informal

8. These arguments almost make as if culture has a life of its own
As a result, it is often the culture rather than individuals that is seen as responsible for how cultural values get put into practice
Formal police culture may appear to have strength, power and authority, but this is due to a combination of group ownership, tradition and history, not because it actually exists.
Police culture is a structure – accepted/constructed by the individuals who operate within it
Because the culture has to be put into action by individuals, there is space for those individuals to act differently

9. It is sometimes possible to forget that:
People in the fire and police services have minds of their own
Frequently group behaviour acts like a snowball – almost forcing people to put their own values on hold as they to give up some free will to join in with the group
People in the fire or police services make a choice when they join in on cultural practices
Sometimes choice is not made under circumstances that the individual would choose

10. There can be a number of views about public service culture.
values that one cohort of public servants pass down to the next
a common form of behaviour amongst public servants
a public service ethos to serve and protect
values that officers, managers, constables, firefighters, soldiers etc. have in common
something people sign up to because it provides for your needs, a sense of belonging, identity, purpose

11. Alienation – not here Public Servants love their jobs
Teamwork can prevent alienation from the work process
Informal culture gives individuals some control over what they do
The process of deskilling
What do the workers feel

12. Identifying the task and how to accomplish it.
Tuckman, B. (1965) 'Developmental sequence in small groups', Psychological Bulletin 63(6): Forming
Identifying the task and how to accomplish it.
Deciding what is acceptable group behaviour and how to handle group conflict
Deciding what information needs to be gathered to tackle the task
Abstract conceptual discussions or some members' impatience with these discussions
No clear focus on task or problem as evidenced by irrelevant discussions
Complaining about organisational problems and barriers to accomplishing the task instead of focusing on the task

13. Storming Arguing among group members, even if they agree on the issues
Choosing sides within the group, bids for power, drawing divisional lines
Tension, jealousy, lack of unity, and a perceived hierarchy
Establishing unobtainable goals, increased concerns about too much work to be done.

14. Norming Conflict avoidance in an attempt to promote harmony
Friendlier discussions on a more personal level, more discussions about the dynamics of the group, begin to confide in one another
More of a sense of group cohesion and esprit, more commonality of goals
Establishing and maintaining realistic group parameters for behaviour and performance
Organising how team will sanction transgressors

15. Performing
Constructively changing one's self--actually changing for the betterment of the group.
Ability to avoid group conflict and, should conflict arise, being able to work through it.
Much closer identity with the group, understanding each other's strengths and weaknesses.

17. members who protect the group Maintain/police behaviour
Self-appointed peer group leaders
members who protect the group
Maintain/police behaviour
Protect the current culture – holding the accepted norms, values and rules in trust for the next generation An illusion of invulnerability,
We know best
Optimistic about your power
Prepared to challenge managers covertly
Ignore modernisation
Collectively
Rationalise your arguments
Discount warnings
Avoid reconsidering your assumptions
Justify what you think
Stick with past views (traditions)
An unquestioned belief that the group is right
Belief in the group's inherent morality
Ignoring the real, ethical or moral consequences of your actions
Stereotyped views of politicians – managers – public
Too weak
Too stupid
Don’t know whats going on
Overcome any efforts to change
Without solidarity we shall loose our way of knowing the job – link this to a view about serving the public
Make it clear that loyalty is key to solidarity
Snowball and confront anyone who challenges the groups view
Teach lessons about what it means to be marginalised
Self-censorship
Don’t even consider the consequences of action or lack of reflection
Distort incoming arguments
Minimise/discount any thoughts that you might be wrong
Shared illusion
We are all together
Sink or swim
Silence is consent – we permit what we allow/ignore

18. ‘Norming’ and Action theories
Impression management (Goffman)
Labelling theory (Becker)
Deviancy amplification (Cohen)
What if you are black how might the police service label you
What do the public services think of modernisation
How does the label ‘female’ affect you if you are applying for a job the fire service

19. Macpherson, W. (1999) The Stephen Lawrence Inquiry, London: HMSO.
6.44 We heed this warning, but upon all the facts we assert that the conclusion that racism played its part in this case is fully justified. Mere incompetence cannot of itself account for the whole catalogue of failures, mistakes, misjudgements, and lack of direction and control which bedevilled the Stephen
6.3 In this Inquiry we have not heard evidence of overt racism or discrimination, unless it can be said that the use of inappropriate expressions such as "coloured" or "negro" fall into that category. The use of such words, which are now well known to be offensive, displays at least insensitivity and lack of training. A number of officers used such terms, and some did not even during their evidence seem to understand that the terms were offensive and should not be used.
11.36 The main conclusion that we reach is that the inadequacy of the steps taken was as the result of the failure of direction by supervisory officers. The standard of command and co-ordination during the first two hours after this murder was in the opinion of the Inquiry abysmal.
The collective failure of an organisation to provide an appropriate and professional service to people because of their colour, culture, or ethnic origin. It can be seen or detected in processes, attitudes and behaviour which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantage minority ethnic people.

20. Bain, G. (2002) The Future of the fire service: reducing risk, saving lives, London: ODPM
10. Personnel policy, procedures and practices in the Fire Service give cause for concern. Despite clear policies from management and the FBU in favour of diversity, in practice only lip-service is paid to it. Harassment and bullying are still too prevalent.
The leadership must recognise that urgent action is required. An improved programme of HR management must be put in place as a matter of priority. The work on the introduction of the new Integrated Personal Development System (IPDS) gives a framework for this improvement programme. But the programme itself will not be a substitute for real effort by management at all levels to tackle the problems. (Bain 2002: V).
6.28 We have been told by many – including some politicians – that the leadership and general input from local politicians to fire authorities is poor. This is disappointing. If only because of the spotlight that has now been shone on the Service, it must be clear to all that good leadership and management have been lacking in many respects.

21. Positive Action another view
DB: So if there's a positive action day for ethnic minorities only, do you think, is that a good or a bad thing?
Ff: I think that’s racist.
DB: You think it’s racist?
LF: Yes, absolutely. It’s out and out discrimination against the white, well, every other. It basically says it doesn’t matter if you apply or not, they’re not interested in you as a person or interested in this group or this group at this time.

22. FireWorks for equality in the fire service
Barriers of Ethnic Minority Recruitment
Perceived Barriers
Cultural sensitivities prohibited some BEM groups from applying
Religious restrictions prevented other ethnic groups from applying
Asians saw the firefighting profession as a low-status career
Problem of recruitment rested with BEM groups

23. I think therefore I am
Fitting-in