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The Local Governance of Crime: Appeals to Community and Partnerships$
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Adam Crawford

Print publication date: 1999

Print ISBN-13: 9780198298458

Published to Oxford Scholarship Online: March 2012

DOI: 10.1093/acprof:oso/9780198298458.001.0001

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Partnerships, Conflicts, and Power Relations

Partnerships, Conflicts, and Power Relations

Chapter:
(p.94) 4 Partnerships, Conflicts, and Power Relations
Source:
The Local Governance of Crime: Appeals to Community and Partnerships
Author(s):

Adam Crawford

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198298458.003.0004

This chapter explores the nature of structural, cultural, and conceptual conflicts and tensions which exist between different criminal justice agencies. It begins with an examination of the different assumptions that police and probation officers, as ‘stereotypical’ representatives of divergent agencies involved in partnerships, hold about ‘appropriate’ preventative measures and crime causation. In addition, perceptions of mutual suspicion and distrust are considered, and the importance of interpersonal and inter-organizational trust relations explored. Furthermore, ordinary officers' hopes and aspirations for, as well as fears and concerns about, the rhetorical shift to ‘partnerships’ are examined. Some of the more general ramifications of ‘partnerships’ and the practices to which they give rise are addressed, with particular regard to the blurring of organizational boundaries, the incorporation of particular interests and agencies into the crime-control arena, and the possible dominance of a particular vision of crime control and appropriate interventions. The survey findings reported confirm the very real differences that exist between police and probation officers' understandings of the causes of crime and ‘appropriate’ preventative interventions.

Keywords:   partnerships, conflicts, power relations, criminal justice, police, probation officers, crime control

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