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<p>Media reports of police misconduct have dominated public debate about the police. In this article, we analyse police misconduct and how it is dealt with in a&#xa0;state police force in Germany. We examine how these are related to organisational culture and, in particular, to an error culture, as well as which factors within the organisation and the police environment influence them. In a&#xa0;mixed-methods design, all employees were surveyed online about how often they had observed disciplinary and non-disciplinary misconduct towards citizens and colleagues in the last 12&#xa0;months. They could make further comments in a&#xa0;free text field. In addition, nine semi-structured group interviews were conducted with police officers and managers from the patrol, riot and criminal investigation departments. Around 28% of employees answered at least 50% of the questionnaire and were included in the analysis. Disciplinary misconduct was observed by only 10% of respondents, of whom 20% took no action. Our analyses of the misconduct observed and how it was dealt with show no consistent differences between these departments or in terms of the severity of the misconduct that would indicate different group norms regarding the code of silence and error cultures. According to the respondents, whether mistakes are addressed and reflected upon in teams depends largely on whether their direct superiors motivate their teams to do so and give them the opportunity to do so, as well as on whether the police management is perceived as dealing fairly with misconduct and supporting an open error culture.</p>

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Fehlerkultur im Feld der Polizei

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年12月1日

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  • Conny H. Antoni,
  • Alexandra Tatar

摘要

Media reports of police misconduct have dominated public debate about the police. In this article, we analyse police misconduct and how it is dealt with in a state police force in Germany. We examine how these are related to organisational culture and, in particular, to an error culture, as well as which factors within the organisation and the police environment influence them. In a mixed-methods design, all employees were surveyed online about how often they had observed disciplinary and non-disciplinary misconduct towards citizens and colleagues in the last 12 months. They could make further comments in a free text field. In addition, nine semi-structured group interviews were conducted with police officers and managers from the patrol, riot and criminal investigation departments. Around 28% of employees answered at least 50% of the questionnaire and were included in the analysis. Disciplinary misconduct was observed by only 10% of respondents, of whom 20% took no action. Our analyses of the misconduct observed and how it was dealt with show no consistent differences between these departments or in terms of the severity of the misconduct that would indicate different group norms regarding the code of silence and error cultures. According to the respondents, whether mistakes are addressed and reflected upon in teams depends largely on whether their direct superiors motivate their teams to do so and give them the opportunity to do so, as well as on whether the police management is perceived as dealing fairly with misconduct and supporting an open error culture.