How a Toxic Culture Works

How a few leaders can damage a whole police force

The Casey Review (2023) showed that racism, sexism, and bullying in policing are not just minor problems. They are part of a system that helps some people protect themselves—even when they’ve done something seriously wrong. Here is how toxic policing works.

Racism and sexism act as sorting tools. Officers who speak out against abusive behaviour, challenge offensive “banter,” or report misconduct are quickly marked as troublemakers. Women and officers from ethnic minority backgrounds are targeted more often. Bullying is not random; it’s used to enforce silence and test who will “fit in.”

The danger grows when this culture meets serious wrongdoing or organised crime. If senior officers or connected public servants are involved, the same system of silence and intimidation shields them. The message becomes clear: report nothing, stay quiet, and protect yourself.

Casey also found a culture of denial and defensiveness, where scandals are blamed on a few “bad apples.” In truth, this protects the real ringleaders. A small group in key roles can shape behaviour across the force. Most officers don’t need to be corrupt—they just learn that speaking up can ruin their careers.

When complaints and oversight fail—as Casey shows—officers see that whistleblowing leads nowhere. Regulators often delay, downplay, or ignore problems. Silence becomes the safest choice.

This is how a handful of leaders can damage an entire force. Racism and sexism create fear, self-protection shields wrongdoing, and weak oversight stops change. Without real accountability, the system keeps reproducing itself, no matter how many people leave.