A case study of a joint police/social work child protection unit identified factors which were perceived by staff as affecting co-operation. Factors identified reflected differences in the management structure and style, time scale, training, quality of communication, quality of information sought and decision-making processes found in the two organizations. The degree of openness and honesty in working relationships was sub-optimal. Such work led to certain personal changes amongst the staff. Findings are discussed in the light of literature on police/social work cooperation and occupational psychology. It is concluded that scope exists for improvement to be made to the degree of co-operation by adopting changes in management style, providing more social support for staff and training on both inter-agency co-operation and stress.
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