I sat down this morning to watch the video of the Greater London Policing and Crime Committee meeting from 13th May and to read the transcript of same meeting.
I very soon thought I was watching an episode of The Muppet Show.
There was somebody there impersonating the Deputy Commissioner of the Metropolis. He couldn’t have been a real policeman because he kept using posh twatty words like Inculcate;
“I think our procedure, and I accept you do not have this but when you get it you will see that actually by rewarding them, is to effectively inculcate them and to provide some support around them in terms of the process around it. In terms of bringing things forward and raising issues, that is one of those things that we constantly say. The rewarding as well is about being very clear on where the values of the organisation are, so being very clear with people about doing the right thing, the courage and integrity you need to step forward and say things that are wrong in your place of business. The reward per se, we have looked at things like, and I know some people talked about, “Do you commend everyone who blows the whistle?” It feels a bit like a gimmick, I have to say, that sort of thing. “
Roger Evans AM: I am surprised that you think that commending people for it is a gimmick. I suppose it would be if you commended everyone. If you commended people where they had found something really serious that you are pleased to have been told and been able to put right–
Craig Mackey (Deputy Police Commissioner, Metropolitan Police Service): Absolutely, yes.
Roger Evans AM:– that seems to me to be entirely appropriate.
Craig Mackey (Deputy Police Commissioner, Metropolitan Police Service): Yes.
Roger Evans AM: Does it happen? Do you have any examples?
Craig Mackey (Deputy Police Commissioner, Metropolitan Police Service): No. At times people get rewarded and thanked for raising issues and other times they do not.
And then we have absolute pearls like this;
“I can think of some examples where the support has been right, they have raised an issue about their supervisor and the supervisor has gone, or moved, so they have been absolutely right in terms of that approach. I welcome views if colleagues think there is a way of rewarding people for whistleblowing, or incentivising it.”
Does Mackey really think it’s as simple as moving a supervisor who’s been complained about? What chuffing planet are you on? Not the same one as me obviously.
Well, that looks like a bloody good, consistent policy then.
The full encounter can be found here, it’s a great read.
Which brings me on to the title of today’s piece.
RetiredAndAngry’s Whistle-Blowing Policy is this
I promote a system that encourages people to bring to the notice of their senior management or appropriate body all examples of wrong-doing or malpractice without fear of repercussions. I actively discourage the Blame Culture that pervades so many organisations. Whistle-Bl;owing is not necessarily about dropping someone in the mire, it is about identifying something that is going wrong and getting it put right. That does not necessitate any kind of witch-hunt either against the whistle-blower or the individual(s) identified in the Disclosure (if appropriate), it just involves Getting It Right, and Doing It Right.
Is that so very difficult to comprehend Mr Mackey?