Abstract
During the late 1990s, one of the world’s best‐known police forces was trying to engineer a total cultural change initiative. It appeared, superficially at least, to be a fairly textbook process. This was not, however, the case. Towards the end of the assignment it became apparent that the cultural change initiative had started within the equivalent of the management development (MD) function, rather than – as might have been envisaged – with senior management.
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