When I began to read this I was enjoying it, and then I got about half way and it began to stink. The book was marred by Fraser constantly laying into the police and the work they do, and ‘don’t do’ on crime scene investigations. The main point became why he thinks police suck at investigating into murder cases, rather than it being an inside scoop on high profile cases, promised by the title of the novel. I didn’t purchase the book to read about what is ‘wrong’ with the system, I brought it to read about high profile cases Jim Fraser worked on. I found his writing in the second portion of the book very cocky, and he seems quite up himself.
‘Most of the issues that bedevilled the Vacher case and which are seen throughout this book can be linked to the culture of police organisations.’
It was quite a fascinating novel, and did write enjoy his writing in the beginning but I REALLY struggled through the second portion. Although Fraser does manage to teach the readers something about the realities of the multi-layered cases where so many different people of differing perspectives and professionalism come together to try and resolve and figure out the truth, I think the police bashing was annoying and made the book more so a punishment to read.
The public feel they have a reasonably clear sense of how the police organisation works. That they are generally misinformed is largely a consequence of the ways in which the institution, its officers and its working methods are presented in the media — Tim Newburn
Statements about policing he makes, that jumped at me and annoyed me:
Police culture can be summed up in four words: mission, action, pragmatism and control. Policing is considered to have a moral imperative; it's not just a job, it's the job - a job primarily about action, as we have seen. A job that can only be understood and experienced from the inside by those in the know.
The group's choice of problem highlighted for me two crucial aspects of police culture that I have experienced throughout my career and that we have seen repeatedly in the cases in this book. First, the need for action, ideally immediate action and the type of thinking that goes with it: fast thinking, intuitive thinking, emotional thinking. Second, the belief in technological solutions when there may be more effective alternatives, even when the technology is not fully understood.
In relation to police training and knowledge of forensic science, the report stated: 'A recurrent theme ... was the lack of awareness at all levels, particularly the operational levels.'
How many people will we train?
For how long? In what subjects? How will we keep them up to date? How much will it cost? Who will be doing their job while they are being trained?
Another angle on the issue of scientific knowledge is illuminating. We are in the midst of a worldwide measles crisis, with increasing numbers of parents choosing not to have their children vaccinated, resulting in a loss of herd immunity. Is this a knowledge problem? I have a degree in life sciences and spent much of my career working as a professional biologist.
Do I fully understand the risks for and against inoculation?
I'm not sure, but I trust the advice of the professionals around me and make the decision on that basis. Trust is the problem, not knowledge.
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