The management of police performance through cash-limited budgets, performance indicators and crime statistics is the result of a control systems paradigm. This article uses examples of police practice to raise the possibility that this performance culture may be in tension with human rights legislation. The article suggests a shift to a values-based learning paradigm and the need for greater balance between the rationality of a control paradigm and the subjectivity of values.
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Paul Collier (2001) studied this question.
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