A fascinating study by Fraher, A. L., Kanji, S., & Branicki, L. J. (2024). “Keeping the Queen’s Peace” helps leaders understand the “Mangle of Risk” they often face. It made me wonder about the impact of tools on my leadership decisions. The following sentence shocked – explaining the common occurrence of guns accidentally being used and mistaken for tasers.
“When the 20-year-old victim attempted to evade custody, Officer Potter yelled, “Taser! Taser! Taser!”, and then mistakenly drew her black steel handgun from her right holster instead of the yellow plastic Taser from her left (Bogel-Burroughs, 2021)” (Fraher, A. L., Kanji, S., & Branicki, L. J. (2024:1)
The author’s research highlights how non-human artifacts like guns significantly shape human behaviour and decision-making processes, emphasising the need for leaders to be aware of the role tools play in risk. There is free access to the full paper until July 2 – see reference below.
Invitation to Reflect:
Material Agency and Human Behavior
Non-human artefacts, such as guns, play a crucial role in framing cognitive processes, influencing behavior, and impacting individuals. Recognizing how tools and technologies provided to employees can shape their actions and potentially escalate risks is essential. For instance, in healthcare, medical devices and equipment can similarly influence the actions and decisions of first responders and healthcare professionals, potentially impacting patient outcomes.
The Mangle of Risk
The “mangle of risk” describes the complex interplay between human and non-human agency in risky work settings. This framework helps leaders understand how policies, tools, and human actions interact dynamically, often with unintended consequences that can increase risk. Leaders in industries like aviation or nuclear energy can benefit from this understanding to design better safety protocols and emergency response plans that account for the interplay between technology and human behavior.
Unintended Consequences of Organisational Policies
Organisational policies and the tools provided can paradoxically heighten risks. Leaders should critically evaluate how their policies and tools are applied in practice to avoid inadvertently escalating danger. In firefighting, for example, policies mandating the use of specific equipment may need regular review to ensure they do not hinder the flexibility needed during unpredictable fire scenarios.
Cultural and Contextual Differences
The study compares U.S. and U.K. policing practices, highlighting significant cultural and contextual differences in risk perception and management. Leaders should tailor their strategies to the specific cultural and contextual dynamics of their environments. For leaders in multinational corporations, this means adapting risk management strategies to fit the cultural contexts of different regions to ensure effective implementation and compliance.
Over-Reliance on Specific Tools
Over-reliance on specific tools or technologies can limit adaptability in complex situations. Leaders should ensure a diverse range of tactical options to maintain flexibility and effectiveness. In military operations, reliance on a single type of equipment can be detrimental. Leaders should ensure their teams are trained in multiple tactics and tools to adapt to various combat situations.
Training and Awareness
Inadequate training and awareness programs can leave employees unprepared to manage the tools they use. Investing in continuous training programs that focus on understanding the material agency of tools and their potential impacts is crucial. For leaders in emergency medical services, this means implementing ongoing training programs that emphasize the correct use and potential risks associated with medical equipment to enhance response effectiveness and patient safety.
Resistance to Change
Organisations may face resistance to change when implementing new policies or technologies. Engaging in continuous dialogue with teams encourages feedback and adaptation to ensure effective integration. In construction, for example, leaders must navigate resistance when introducing new safety protocols or equipment, ensuring workers understand and accept the changes to maintain a safe work environment.
How Leaders Can Apply Insights from “Keeping the Queen’s Peace”
Here are practical steps leaders can take to apply these insights:
- Acknowledge Material Agency:
- Action: Conduct regular assessments of the tools used in high-risk situations. For example, in healthcare, evaluate how medical devices affect staff actions and patient outcomes. Implement changes to minimize any negative impact these tools may have.
- Understand the Mangle of Risk:
- Action: Develop training programs that emphasize the interconnectedness of policies, tools, and actions. For instance, in aviation, create simulations that illustrate how equipment failures can interact with human error and procedural lapses.
- Evaluate Organizational Policies:
- Action: Regularly review and update policies to ensure they do not unintentionally escalate danger. In firefighting, reconsider equipment mandates that may limit flexibility during emergencies.
- Consider Cultural and Contextual Differences:
- Action: In multinational corporations, adapt risk management strategies to fit the cultural contexts of different regions. Ensure local practices and norms are respected while maintaining overall safety and effectiveness.
- Diversify Tactical Options:
- Action: Train teams in multiple tactics and tools. In military operations, ensure personnel are proficient with various equipment and strategies to adapt to different combat scenarios.
- Enhance Training and Awareness:
- Action: Implement comprehensive training for emergency medical services that emphasizes the correct use and potential risks of medical equipment. Regularly update training modules to reflect new insights and technologies.
- Facilitate Change and Adaptation:
- Action: Create forums for workers to discuss and provide feedback on new safety protocols. Use this feedback to make iterative improvements, ensuring the changes are practical and accepted.
These strategies will equip leaders to more efficiently manage risks and lead their teams successfully through uncertainty.
Reference
Fraher, A.L., Shireen, K. & Branicki, L.J. (2024) “Keeping the Queen’s Peace”: A Sociomaterial Study of Police and Guns in a “Mangle of Risk”, Information and Organization, 34(2), 1-12. Free access available until 02 July 2024, read full paper below:
See Paper