OPINION: Implicit bias training has become the default policy response to disproportionate use of force, but evidence suggests it changes knowledge, not behaviour; organisational psychologist Michael Stephenson looks to an unexpected source – the world of professional poker – for a more effective approach, grounded in neuroscience rather than sociology.

OPINION: In the final part of the series of articles exploring UK policing’s software landscape, organisational psychologist Michael Stephenson looks at the challenges and opportunities offered by policing’s largest technology supplier – Microsoft – and questions whether policing’s relationship with the US tech giant needs to be significantly restructured as part of modernisation and reform process.

OPINION: In the second in his series on UK policing’s software and IT archipelago, organisational psychologist Michael Stephenson explores what modernising actually looks like when the islands of the archipelago cannot simply be rebuilt from scratch, including the constraints to modernisation, how they can be navigated, the police reform process as leverage, and what an effective and realistic modernisation sequence should look like.

OPINION: In the first of three articles exploring UK policing’s ‘software archipelago’ – the interlocking landscape of platforms, systems, tools and infrastructure – organisational psychologist Michael Stephenson looks at the growing focus on organisations developing their own software using AI prompts, and why issues such as the regulatory complexity of policing systems means that in most (but not) all cases, buying rather than building is still the best option.

OPINION: Efforts to address the issue of ‘police culture’ are a regular feature of transformation programmes in law enforcement; organisational psychologist Michael Stephenson argues that most culture change initiatives fail because those creating them fundamentally misunderstand what culture is, its complexity, and the importance of recognising and addressing the role of ‘micro-narratives’ rather than trying to engineer new cultures through imposed idealised values and mindsets.

ANALYSIS: The role played by artificial intelligence (AI) in the decision by West Midlands Police to ban Maccabi Tel Aviv fans – a move which led to the retirement of Chief Constable Craig Guildford – highlighted concerns about the police use of AI; organisational psychologist Michael Stephenson applies the latest research framework on the risks AI poses to civic institutions to assess the West Midlands Police case (in an article that itself contains analysis generated by Claude Opus 4.5 AI).

ANALYSIS: As UK policing continues to wait expectantly for a new white paper, in the second of two articles on police reform organisational psychologist Michael Stephenson takes a closer look at other elements of the ‘Performance Paradox’ – including the technology trap, and the case for national capability – and sets out 10 provocations to challenge conventional reform thinking, in the hope that policing achieve real and sustainable change for victims and officers.

ANALYSIS: Policing in the UK is currently waiting expectantly for the soon-to-be-published police reform white paper; in the first of a two-part article on reform – and why bigger isn’t better, culture trumps structure, and technology won’t save us without transformation – organisational psychologist Michael Stephenson explores the performance myths that need to be dispelled, the real story from the PEEL assessment data, and why Positive Deviance methodology could be crucial for police reform.