Abstract:Across the United States, police chiefs, city officials, and community leaders alike have highlighted the need to de-escalate police encounters with the public. This concern about escalation extends from encounters involving use of force to routine car stops, where Black drivers are disproportionately pulled over. Yet, despite the calls for action, we know little about the trajectory of police stops or how escalation unfolds. In study 1, we use methods from computational linguistics to analyze police body-worn… Show more
“…The framework is grounded in the authors' expertise in the social psychology of culture, bias, and inequality and their work applying evidence-based insights to inform and assess organizational, institutional, and societal change efforts in real-world settings. For over a decade, they have studied these change processes systematically in collaboration with researchers and private and public sector leaders in criminal justice (e.g., Camp et al, 2021Camp et al, , 2023Hetey, 2020;Rho et al, 2023;Voigt et al, 2017), economic mobility (e.g., Cheryan & Markus, 2020;Lyons-Padilla et al, 2019;Thomas et al, 2020Thomas et al, , 2023, education (e.g., Darling-Hammond et al, 2023; This document is copyrighted by the American Psychological Association or one of its allied publishers.…”
Section: Culture Change Is In the Airmentioning
confidence: 99%
“…For example, in an intervention to address racial disparities in police officer-driver interactions during routine traffic stops, one effective strategy is to disrupt this default by helping officers understand that their individual actions have broad impact beyond each discrete encounter (Camp et al, 2023). If an officer is intentional about communicating respectfully during a stop, a potentially tense interaction with a Black driver can proceed more constructively, with beneficial effects that ripple out to the community (Camp et al, 2021(Camp et al, , 2023Rho et al, 2023;Voigt et al, 2017). Helping officers change their frame-by highlighting their role as representatives of their agency and contextualizing the systemic impact of their actions-was an effective way to increase respect during those interactions.…”
Section: Seven Principles For Intentional Culture Changementioning
Calls for culture change abound. Headlines regularly feature calls to change the "broken" or "toxic" cultures of institutions and organizations, and people debate which norms and practices across society are now defunct. As people blame current societal problems on culture, the proposed fix is "culture change." But what is culture change? How does it work? Can it be effective? This article presents a novel social psychological framework for intentional culture change-actively and deliberately modifying the mutually reinforcing features of a culture. Synthesizing insights from research and application, it proposes an integrated, evidence-based perspective centered around seven core principles for intentional culture change: Principle 1: People are culturally shaped shapers, so they can be culture changers; Principle 2: Identifying, mapping, and evaluating the key levels of culture helps locate where to target change; Principle 3: Culture change happens in both top-down and bottom-up ways and is more effective when the levels are in alignment; Principle 4: Culture change can be easier when it leverages existing core values and harder when it challenges deep-seated defaults and biases; Principle 5: Culture change typically involves power struggles and identity threats; Principle 6: Cultures interact with one another and change can cause backlash, resistance, and clashes; and Principle 7: Timing and readiness matter. While these principles may be broadly used, here they are applied to the issue of social inequality in the United States. Even though culture change feels particularly daunting in this problem area, it can also be empowering-especially when people leverage evidence-based insights and tools to reimagine and rebuild their cultures.
Public Significance StatementCalls for culture change abound. Headlines regularly feature calls to change the "broken" or "toxic" cultures of the police, the workplace, U.S. politics, and more, and norms and practices across society are hotly debated. The proposed fix is "culture change." But what is culture change? How does it work? And can it be effective? This article presents an emerging social psychological framework for intentional culture change, with a focus on behavioral change and addressing societal disparities in the United States.
“…The framework is grounded in the authors' expertise in the social psychology of culture, bias, and inequality and their work applying evidence-based insights to inform and assess organizational, institutional, and societal change efforts in real-world settings. For over a decade, they have studied these change processes systematically in collaboration with researchers and private and public sector leaders in criminal justice (e.g., Camp et al, 2021Camp et al, , 2023Hetey, 2020;Rho et al, 2023;Voigt et al, 2017), economic mobility (e.g., Cheryan & Markus, 2020;Lyons-Padilla et al, 2019;Thomas et al, 2020Thomas et al, , 2023, education (e.g., Darling-Hammond et al, 2023; This document is copyrighted by the American Psychological Association or one of its allied publishers.…”
Section: Culture Change Is In the Airmentioning
confidence: 99%
“…For example, in an intervention to address racial disparities in police officer-driver interactions during routine traffic stops, one effective strategy is to disrupt this default by helping officers understand that their individual actions have broad impact beyond each discrete encounter (Camp et al, 2023). If an officer is intentional about communicating respectfully during a stop, a potentially tense interaction with a Black driver can proceed more constructively, with beneficial effects that ripple out to the community (Camp et al, 2021(Camp et al, , 2023Rho et al, 2023;Voigt et al, 2017). Helping officers change their frame-by highlighting their role as representatives of their agency and contextualizing the systemic impact of their actions-was an effective way to increase respect during those interactions.…”
Section: Seven Principles For Intentional Culture Changementioning
Calls for culture change abound. Headlines regularly feature calls to change the "broken" or "toxic" cultures of institutions and organizations, and people debate which norms and practices across society are now defunct. As people blame current societal problems on culture, the proposed fix is "culture change." But what is culture change? How does it work? Can it be effective? This article presents a novel social psychological framework for intentional culture change-actively and deliberately modifying the mutually reinforcing features of a culture. Synthesizing insights from research and application, it proposes an integrated, evidence-based perspective centered around seven core principles for intentional culture change: Principle 1: People are culturally shaped shapers, so they can be culture changers; Principle 2: Identifying, mapping, and evaluating the key levels of culture helps locate where to target change; Principle 3: Culture change happens in both top-down and bottom-up ways and is more effective when the levels are in alignment; Principle 4: Culture change can be easier when it leverages existing core values and harder when it challenges deep-seated defaults and biases; Principle 5: Culture change typically involves power struggles and identity threats; Principle 6: Cultures interact with one another and change can cause backlash, resistance, and clashes; and Principle 7: Timing and readiness matter. While these principles may be broadly used, here they are applied to the issue of social inequality in the United States. Even though culture change feels particularly daunting in this problem area, it can also be empowering-especially when people leverage evidence-based insights and tools to reimagine and rebuild their cultures.
Public Significance StatementCalls for culture change abound. Headlines regularly feature calls to change the "broken" or "toxic" cultures of the police, the workplace, U.S. politics, and more, and norms and practices across society are hotly debated. The proposed fix is "culture change." But what is culture change? How does it work? And can it be effective? This article presents an emerging social psychological framework for intentional culture change, with a focus on behavioral change and addressing societal disparities in the United States.
“…(1) perceptions of AAB civilians; (2) interpretations of encounters with AAB civilians; (3) engagement with AAB civilians, even within the first 45 s of the encounter; (4) misidentification of non-weapons as weapons; and (5) decisions to shoot as well as shooting reaction times (see the Shooter bias section below; Correll et al, 2002;Correll et al, 2006;Correll et al, 2007;Eberhardt et al, 2004;Rho et al, 2023). However, it is important to note that not all racial bias is explicit, as implicit racial bias and implicit stereotypes also play an integral role in police-perpetrated racism.…”
Section: Implicit Bias and Implicit Stereotypesmentioning
confidence: 99%
“…(2) the disproportionate stopping of Black drivers was higher in counties with higher levels of racial prejudice by white residents (Stelter et al, 2022). While some may speculate that AAB civilians may be more resistant due to distrust for the police, Rho et al (2023) provide evidence that officers engage with AAB civilians differently than white civilians from the onset of contact. Stops with escalated outcomes-those ending in a search, handcuffing, or arrest-differed from stops without these outcomes even in the first 45 words spoken by the officer.…”
Section: Racial Profiling and Police Stopsmentioning
This brief review article focuses on police‐perpetrated racism against African American and Black (AAB) communities, typically in the form of police brutality, police violence, and aggressive policing. We assert that police‐perpetrated racism constitutes a racial justice and public health problem. A growing body of literature supports this assertion, with the consequences and correlates of direct police contact, vicarious police contact, and place‐based exposure to aggressive policing including mental health (e.g., anxiety symptoms, depressive symptoms, trauma) and physical health (e.g., poorer self‐rated health, hypertension) sequelae. We assert that eradicating police‐perpetrated racism requires acknowledgement of the historical landscape of policing as well as the ways in which police‐perpetrated racism maintains racial hierarchies. We conclude by making recommendations for promoting racial equity in policing.
“…A focus on institutional interactions can not only keep both of these perspectives in focus, but also identify how they might interact over time and in tandem. Officers may be more inclined to use force in response to perceived threats to their legitimacy in interactions (Trinkner et al, 2019), for example, or an officer's choices early in an encoun ter may change the trajectory of the subsequent interaction (Dobson et al, under review;Rho et al, 2023). In this way, centering analysis on interactions can serve to integrate extant research on race and policing, while opening new avenues of inquiry.…”
Section: Institutional Interactions and Policingmentioning
Racial disparities in policing are profound and accompanied by equally persistent gaps in trust. Analyses of these and other racial inequities are often bifurcated between institutional and individual levels of analysis. Here, I describe how everyday contacts between the public and doctors, teachers, or police officers—institutional interactions—can bridge these levels. Organizations direct and coordinate these agents' individual discretion; at the same time, individual agents relate to the public in ways institutions themselves cannot. The dual nature of these encounters links individual and dyadic processes to organizational and institutional ones. Using police stops as a paradigmatic example, I illustrate how institutional interactions contribute to racial gaps in police‐community trust, how they can be used as a platform for changing the relationship between law enforcement and the public, and how they can inform research on racial inequality in a range of institutional contexts, including health and education.
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