Résumés
Résumé
Dans cet article, l’auteur explore les limites que pose la police guidée par le renseignement (intelligence led policing – ILP) pour les organisations policières. Il tente de montrer que la fonction de renseignement criminel ne doit pas être comprise comme un instrument produisant des résultats tangibles dans l’application de la loi, mais bien comme une activité de production de connaissance dont l’objectif ultime est d’assurer l’apprentissage des organisations policières. Sur la base de cet apprentissage, les services de police sont en mesure de concevoir et d’affiner leurs stratégies de lutte contre la criminalité. Néanmoins, le renseignement est contraint par des facteurs organisationnels, structuraux et culturels propres à la complexité des bureaucraties professionnelles. D’une part, les limites inhérentes à l’usage des renseignements dans la conduite des affaires policières montrent à quel point cette activité est difficilement mesurable en ce qui a trait aux résultats quantifiables. D’autre part, pour être utile, le renseignement doit s’appuyer sur une structure organisationnelle favorisant la fluidité des échanges d’informations ainsi qu’une forte culture du renseignement.
Abstract
In this article, the author explores the limits of the intelligence led policing within police organisations. He suggests that the function of the criminal intelligence process cannot be taken as an instrument to achieve perceptible results in enforcing the law but as an activity aiming at the production of knowledge. This outcome of this process must then be channelled into a learning process within those organisations in order to develop and refine their strategies to fight crime. Nevertheless, the criminal intelligence process is still constrained by organisational, structural and cultural factors that are specific to professional bureaucracies and their internal complexity. On the one hand, the limits on use of information in the management of police affairs show how difficult it is to assess the intelligence process in terms of measurable outcomes. On the other hand, to be useful, intelligence must rely on an organisational structure supporting the constant sharing of information as well as on an occupational culture that strongly values police knowledge.
Parties annexes
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