Recent calls for widespread police reform include re-examination of existing training and practice surrounding the use of force (UOF, e.g., verbal and non-verbal communication, physical tactics, firearms). Visual models representing police UOF decision-making are used for both police training and public communication. However, most models have not been empirically developed or assessed in either the applied police or vision science literatures, representing significant gaps in knowledge. The purpose of the current review is to provide a novel, relevant, and practical analysis of the visual components of three common police UOF decision-making model types (circular, cyclical, staircase). We begin with a critical evaluation of the visual features specific to each model type (i.e., shape), followed by critical reviews of common visual features, including colour, implied motion, text, and clarity. The insights provided by the current work afford scientists from visual disciplines a unique opportunity to contribute meaningfully to the improvement of existing police UOF practices, with the goal of promoting public and occupational safety. To this end, we conclude with evidence-based recommendations for designing visual models that effectively promote training of police and communication of police UOF decision-making to the public.

This paper explores the tension within advanced capitalist economies between the growing need for social security and emerging pressures to scale back the Welfare State. Empirical evidence related to recent Welfare State developments is surveyed along three dimensions: (1) summary statistical indicators of state redistribution efforts; (2) specific policy areas that affect the level of employment, distribution of employment, distribution of earnings, and redistribution of income; and (3) public management practices. The results show that the primary building blocks of the postwar Welfare State have eroded significantly. Important design considerations for future Welfare State reforms are then discussed.

This chapter describes how organizational culture is both a “vessel” for preserving organizational memory and a force that conditions the way organizational memory is managed by other means. A detailed breakdown of the specific elements of organizational culture is conducted in order to describe this dual relationship. It is argued that the goal of managers should be the creation of a learning-oriented culture while avoiding the politicization of culture. Given that culture can not be manipulated directly, managers need to develop a sophisticated repertoire of leadership skills and a keen sense for sociopsychological dynamics. Specific advice on this count is offered at various points.

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