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Examine any organisation and you will find a myriad of policy and procedures that are designed to inform its processes and guide employees. On paper, these formalised ideals and directions make absolute sense but frequently they bear no relationship to reality and rather than empowering, they constrain and often demoralise. These idealistic notions of how an organisation should function facilitate the dehumanising effects of managerial diktat and engender an internalisation of failure amongst employees.
By way of an example, in the 1990s police forces began to consider notions of Standard Operating Procedures (SOPs) in respect of crime investigation. These SOPs seemed on the face of it to be a good idea. The police service, driven by government notions of New Public Management, were being measured on crime reduction and crime detection. Performance indicators were propped up by idealistic notions coming out of government supported by HMIC and the now defunct Audit Commission that catching more criminals would engender a virtuous circle resulting in crime reduction. Nothing of course, was further from the truth. But the introduction of SOPs was meant to attempt to address police failings. These, certainly in one force, were at the outset seen as a guide, a minimum standard required in an investigation. They weren’t intended to constrain.
A small department was set up in this force to measure adherence to these SOPs and to report back where there were inherent failures. For example, on attending a house burglary, the attendant officers were required to take a statement from the householder, and they were required to carry out house to house enquiries in the vicinity. At the very least, they needed to knock on doors either side of the house that had been burgled and a couple of houses across the road. Frequently the statement wasn’t taken, or the house-to-house enquiries hadn’t been completed. It became clear that the officers were failing to carry out simple procedures. Measuring adherence to SOPs and providing feedback to promote improvement soon resulted in measuring adherence in order to enforce compliance.
In hindsight, there should have been a realisation that the SOPs, far from being helpful were in fact having a detrimental effect. Where officers could have carried out further investigations based on their professional judgement, they adhered to the minimum required in the SOPs or simply failed to comply with them fully. This was partially resultant of a notion amongst officers that discretion was being curtailed, but more notably it was driven by other processes and organisational priorities. These other processes were to do with attendance at other incidents. Graded as a priority by the control room, officers were being pulled off the burglary investigation and therefore couldn’t comply with the burglary investigation SOPs. Police forces were also being measured on how quickly they responded to and arrived at various calls for service. There was clearly a direct conflict between management ideals and reality with the officers being set up to fail in one aspect or another. There were simply not enough staff to do all the work and to manage the overwhelming demands at certain times.
One way of dealing with the failures was to link these to the performance and development review (PDR) process. The development aspect was a somewhat redundant term as the PDR was all about performance. Of course, each time the PDR came around the officers had failed to achieve their objectives. This provided lots of evidence of people not doing their job properly. In the wider gamut of crime figures officers at various levels began to realise that the only way to avoid accusations of poor performance was to manipulate the crime figures. In the meantime, those driving the behaviours, washed their hands of them whenever someone was found out, often hiding behind the SOPs and policy. The misuse of the PDR process and the consistent scrutiny of performance metrics resulted in the internalising of failure by staff. Whole systems and processes had been set up to measure failure, after all how could success be measured if it could never be achieved. Of course, it could never be achieved because the ambition and driving force behind this, government’s notions of crime control, were based on ideals and rhetoric not science. But the overriding fact was that it could never be achieved because there were never enough resources to achieve it.
The failure of course wasn’t in the officers that didn’t adhere to the SOPs or those that manipulated crime figures to try to avoid overbearing scrutiny, it was the failure of managers to provide adequate resources. It was a failure of managers to try to understand what reality looked like and it was a failure of managers to deal with the dehumanising effects of policy, procedure and processes.
Having left the police, I thought higher education would somehow be different. I don’t think I need to say anymore.
Last week featured my first weekend of rest in a long time and I was desperate to do nothing. In conversation with a friend I mentioned that I had not binge-watched anything in a long time and she suggested The Maid (streaming on Netflix) with a warning that it was brilliant but that I might find it traumatic. I consumed the entire season over the weekend, even after I messaged said friend to inform her after episode two that it was a difficult watch and I would need a break. I did not take a break and powered through. If you have ever been through, witnessed or supported someone through abuse, this will be a difficult watch but I also found it quite therapeutic because it was realistic.
The series is about domestic abuse and focuses on emotional abuse, addressing some of the stigma and contested victimhood of those who suffer non-physical abuse. Although based in the US, it addresses the lack of recognition in the legal system for abusive relationships that do not feature physical violence. The show highlighted that many in society do not recognise non-physical domestic abuse as ‘real’ or ‘enough’, and for a while the female lead (Alex) herself did not perceive herself to be victimised enough to warrant support from a refuge or seek help from the police. She later moves through her denial after getting flashbacks as a symptom of PTSD. She realised that having witnessed her father perpetrate violence towards her mother as a child, her daughter was now impacted in exactly the same way, despite this ‘lesser’ form of abuse.
Much of the series showed the struggles of single mothers leaving abusive relationships, often with nothing but the clothes on their backs. Forcibly displaced, they slowly try to rebuild their lives, applying for state benefits, social housing and childcare. Alex quickly finds a job and still finds it difficult to find a place to live because she needs state support to supplement her rent and deposit. There are few landlords who accept tenants receiving state support, both in the US and the UK. She is repeatedly facing the barriers of an unjust system, stacked against her because of the type of victimisation she suffered.
While facing structural barriers, the maid found help in the most unlikely people: women in the shelter, a social worker helping her to fight the system, a wealthy woman she worked for. Her relationships changed with some people to access support. She was forced to seek help from her father and another male friend when she was left homeless which had difficult gendered dynamics. The father had been abusive to her mother and when she recalled this, it caused conflict in her relationship and she left his home, despite this leaving her homeless once again. Her male friend appeared to be helpful and kind but did so with the expectation she would start a relationship with him and when this did not materialise she was again asked to leave with nowhere to go so she returns to her ex-partner.
The maid does not as much get back into a relationship with him than coexists with him. The relationship he thinks they have is not what her reality is. He thinks she has come home, she is there because she is homeless with nowhere else to go. They live parallel lives. After returning to the ‘family home’, Alex falls into depression and suffers PTSD. Some of the imagery here is intense. In one scene the sofa swallows her up, as if she wished to sink into the cracks of the furniture, not wanting to be seen, wanting to escape but with no means to flee or places to flee to. In other scenes, she tries to go for a walk in the forest, but the trees close in around her, visually representing the isolation her abuser has forced upon her.
My main criticism is in the final episode when Sean tells the maid he will get sober but getting sober will not fix this. Alcohol is not the problem. He was abusive during his sober phases. Quitting alcohol does not transplant men’s attitudes, values and beliefs towards women. Being sober does not remove the need for abusive men to control women. This sends the wrong message to the audience, and it is a dangerous message to send. I would have liked to see the series end with Sean admitting he was a controlling, abusive man and that he would get help for this. Instead he blamed his behaviour on alcohol.
I’m going to play the tape forward and imagine a season 2 because I have witnessed this scenario a few times over the years. He cleans up, gets sober and appears to look like he is doing well. He may have been to rehab or AA where he was taught that he probably should not punch walls or throw objects at people’s heads. He gets in a new relationship and it looks like all is well for a while but he still has not admitted or addressed why he was abusive so his behaviours are there, they are just more subtle. He gaslights, manipulates, controls. But he isn’t outwardly aggressive so he gets away with it for a while. Until he doesn’t.
A little over a week ago our university introduced the compulsory wearing of face masks indoors. This included wearing of masks in classrooms as well as common areas and offices. Some may argue that the new rules were introduced a little too late in the day, whilst I’m sure others will point to the fact that government guidance is that the wearing of face masks is advisory and therefore the introduction of the new rules was unwarranted. Let’s be honest the government and their political party haven’t set much of an example regarding the basic safety ideas, let alone rules, as evidenced by the recent Conservative party conference. The new rules at the university, however, are not enforced, instead there is a reliance that students and staff will comply. This of course creates several dilemmas for students and staff where there is a failure to comply and it makes for some interesting observations about general human behaviour and deviance. To that extent, university life might be viewed as a microcosm of life in the general population and this lends itself quite nicely to the analogy of behaviours whilst driving on a road.
Driving behaviours vary, from those drivers that consistently and diligently stick to the speed limit despite what others may be doing, to those that have complete disregard for limits or indeed others including those that police the roads. Let us be quite clear at this stage, speed limits are nearly always there for a reason. There is ample research that speed kills and that reductions in speed limits injuries and saves life. Whilst those drivers that drive over the speed limit will not always be involved in a collision and that a collision will not always result in serious injury or death, there is a much greater potential for this. The risks of course are spread across the population in the locality, the impact is not just felt by the speeding driver but other drivers and pedestrians as well. To some extent we can make the comparison to the risks associated with catching Covid and the wearing of masks and social distancing, failure to comply increases risks to all. As a quick reminder, the wearing of masks is to protect others more so than it is to protect the individual mask wearer.
Observations of behaviours regarding staff and students wearing masks at the university are interesting. There are those that comply, regardless of what others are doing, some of these will have been wearing masks indoors before the new rules came in. Not dissimilar to the careful driver, sticking to the speed limit but also prepared to drive slower where they perceive there is a greater risk. Then there is the well-intentioned mask wearer, the one that knows the rules and will stick to them but through absent mindedness or through some of life’s many distractions, they fail to wear their masks at various points of the day. As with the well-meaning driver, they are easily reminded and often apologetic, even if it is only to themselves. Of course, there is the ‘follow the flock’ wearer, the person that could quite easily be persuaded to not wear their mask by the rest of the flock as they fail to wear theirs. The driver that joins the rest and drives at 40mph in a 30mph limit because the rest of the traffic is doing so. Next is the deviant that has disregard for the rules as long as no one in authority is looking. The person that keeps their mask handy, probably under their chin and then when challenged in some way, perhaps by a disapproving look from a member of staff or by a direct challenge, puts their mask on but only for the duration they are under observation. Not dissimilar to the speedster that slows down when they see a police vehicle or a static speed camera only to speed up again when the danger of being caught and sanctioned has passed. Finally, there is the person that has complete disregard for any rules, they will blatantly fail to wear a mask and wave away with complete disdain any attempt by student ambassadors positioned at the door to offer them a mask. They like the speeding driver that fails to obey any of the rules of the road have complete disregard for the rules or indeed any rules.
Whilst we may lament the fact that some people forget, are distracted but are generally well meaning, we probably wouldn’t want to impose any sanction for their deviance. But what of those that have complete disregard for the rules? It is worth returning here to the general ethos of wearing masks; to protect others. The disregard for the rules is inter alia a disregard for the safety of others. Whilst we might observe that the deviancy is apparent amongst several students (a problem that might be generalised to society), it is somewhat disconcerting that there are a significant number of staff who clearly do not think the rules apply to them. They seem to neither care about their colleagues nor the students and it would seem consider themselves above the rules. Another comparable trait in general society where those in positions of power seem to have a disregard for rules and others. Finally, we might consider how we could police these new rules as clearly our university society of students and staff are unable to do so. I can hear the cries now, haven’t you got anything better to do, this is a sledgehammer to crack a nut and all the usual rhetoric endured by the police across the land. If you make a rule, you must be prepared to enforce it otherwise there’s no point in having it. Imposing an unenforceable rule is simply playing politics and attempting to appease those that question the conditions in which students and staff work. Imagine speed limits on the road but no enforcement cameras, no police and no sanctions for breaches. It will be interesting to see how long the general population at the university follow the new rules, recent observations are that the flock of sheep mentality is starting to come to the fore. As a parting thought, isn’t it amazing how easy it is to study crime and deviance.
Recently we saw the killer of Sarah Everard receive a whole life sentence for her murder and with the sentence came the usual rhetoric from the politicians and media alike. I could tell you how I feel as a former police officer, but I just don’t think that really matters, others have said it but what they say, undoubtedly with conviction, seems rather hollow. What matters is that another life has been taken as a result of male violence, not just violence, male violence. I don’t disagree with those that want to make the streets safe for women, reclaim the streets, I don’t disagree with the ‘me too movement’, but somehow, I feel that the fundamental issue is being missed. Somehow, I think that all the rhetoric and calls for action concentrate too much on women as victims and looking for someone or some organisation to blame. There seems to be a sense created that this is a problem for women and in doing so concentrates on the symptoms rather than the cause. This is a problem for men and our society. Let’s not dress it up, pretend it could be something else, use terms like ‘not all men’, it is a fact nearly all violence, whether that be against women or men is perpetrated by … you guessed it, men.
I was watching a tv programme the other day about migraines and as it transpires there are millions of migraine sufferers around the world, most are women. It seems as a man I’m in the minority. One of the interviewees, a professor was asked why so little had been done in terms of research and finding a cure. He was frank, if it had been a male problem then there would have been more done. I’m not sure I totally subscribe to that because there are lots of other factors, after all prostate cancer a major cause of male deaths seems to have received comparatively little coverage until recently. But he made me think, if men, particularly those of influence accepted there was a problem would they be inclined to act? We call for more females in policing, we call for more females in the boardroom, predominately because we want to make things look a little fairer, a bit more even. We still have a massive gender pay gap in so many businesses and the public sector, we still have accusations and proven cases of sexual harassment. We still have archaic attitudes to women in so many walks of life, including religion. Words are great, useless but great. If you own the problem, you find solutions, men don’t own the problem and that is a problem.
So, it seems to me, that we are looking in the wrong place. Removing Cressida Dick as the head of the Metropolitan Police service isn’t going to change things. Blaming the police as an organisation isn’t going to change things. Look around you, look at all the scandals, all the sexual offences against women, against children. Look at where the perpetrators are placed in society, in positions of trust, as members of a variety of organisations, organisations that traditionally we thought we could turn to in our need. And look at the gender of those that commit those crimes, almost always men.
The solution to all of this is beyond me. As a criminologist I know of so many theories about why people commit crime or are victims of crime. Some are a little ridiculous but are a product of their time, others fit quite nicely into different circumstances, but none fully explain why. There are no real certainties and predicting who and where is almost impossible. Somehow, we need our leaders, predominately men, to grasp the mettle, to accept this a problem for men. If we owned the problem, we might start to tackle the causes of male violence, whatever they might be. Maybe then we might start to address the symptoms, society will be a safer place, and nobody will need to reclaim the streets.
My colleague @manosdaskalou’s recent blog Do we have to care prompted me to think about how data is used to inform government, its agencies and other organisations. This in turn led me back to the ideas of New Public Management (NPM), later to morph into what some authors called Administrative Management. For some of you that have read about NPM and its various iterations and for those of you that have lived through it, you will know that the success or failure of organisations was seen through a lens of objectives, targets and performance indicators or Key Performance Indicators (KPIs). In the early 1980s and for a decade or so thereafter, Vision statements, Mission statements, objectives, targets, KPI’s and league tables, both formal and informal became the new lingua franca for public sector bodies, alongside terms such as ‘thinking outside the box’ or ‘blue sky thinking’. Added to this was the media frenzy when data was released showing how organisations were somehow failing.
Policing was a little late joining the party, predominately as many an author has suggested, for political reasons which had something to do with neutering the unions; considered a threat to right wing capitalist ideologies. But policing could not avoid the evidence provided by the data. In the late 1980s and beyond, crime was inexorably on the rise and significant increases in police funding didn’t seem to stem the tide. Any self-respecting criminologist will tell you that the link between crime and policing is tenuous at best. But when politicians decide that there is a link and the police state there definitely is, demonstrated by the misleading and at best naïve mantra, give us more resources and we will control crime, then it is little wonder that the police were made to fall in line with every other public sector body, adopting NPM as the nirvana.
Since crime is so vaguely linked to policing, it was little wonder that the police managed to fail to meet targets on almost every level. At one stage there were over 400 KPIs from Her Majesty’s Inspectorate of Constabulary, let alone the rest imposed by government and the now defunct Audit Commission. This resulted in what was described as an audit explosion, a whole industry around collecting, manipulating and publishing data. Chief Constables were held to account for the poor performance and in some cases chief officers started to adopt styles of management akin to COMPSTAT, a tactic born in the New York police department, alongside the much vaunted ‘zero tolerance policing’ style. At first both were seen as progressive. Later, it became clear that COMPSTAT was just another way of bullying in the workplace and zero tolerance policing was totally out of kilter with the ethos of policing in England and Wales, but it certainly left an indelible mark.
As chief officers pushed the responsibility for meeting targets downwards through so called Performance and Development Reviews (PDRs), managers at all levels became somewhat creative with the crime figures and manipulating the rules around how crime is both recorded and detected. This working practice was pushed further down the line so that officers on the front line failed to record crime and became more interested in how to increase their own detection rates by choosing to pick what became known in academic circles as’ low hanging fruit’. Easy detections, usually associated with minor crime such as possession of cannabis, and inevitably to the detriment of young people and minority ethnic groups. How else do you produce what is required when you have so little impact on the real problem? Nobody, perhaps save for some enlightened academics, could see what the problem was. If you aren’t too sure let me spell it out, the police were never going to produce pleasing statistics because there was too much about the crime phenomenon that was outside of their control. The only way to do so was to cheat. To borrow a phrase from a recent Inquiry into policing, this was quite simply ‘institutional corruption’.
In the late 1990s the bubble began to burst to some extent. A series of inquiries and inspections showed that the police were manipulating data; queue another media frenzy. The National Crime Recording Standard came to fruition and with it another audit explosion. The auditing stopped and the manipulation increased, old habits die hard, so the auditing started again. In the meantime, the media and politicians and all those that mattered (at least that’s what they think) used crime data and criminal justice statistics as if they were somehow a spotlight on what was really happening. So, accurate when you want to show that the criminal justice system is failing but grossly inaccurate when you can show the data is being manipulated. For the media, they got their cake and were scoffing on it.
But it isn’t just about the data being accurate, it is also about it being politically acceptable at both the macro and micro level. The data at the macro level is very often somehow divorced from the micro. For example, in order for the police to record and carry out enquiries to detect a crime there needs to be sufficient resources to enable officers to attend a reported crime incident in a timely manner. In one police force, previous work around how many officers were required to respond to incidents in any given 24-hour period was carefully researched, triangulating various sources of data. This resulted in a formula that provided the optimum number of officers required, taking into account officers training, days off, sickness, briefings, paperwork and enquiries. It considered volumes and seriousness of incidents at various periods of time and the number of officers required for each incident. It also considered redundant time, that is time that officers are engaged in activities that are not directly related to attending incidents. For example, time to load up and get the patrol car ready for patrol, time to go to the toilet, time to get a drink, time to answer emails and a myriad of other necessary human activities. The end result was that the formula indicated that nearly double the number of officers were required than were available. It really couldn’t have come as any surprise to senior management as the force struggled to attend incidents in a timely fashion on a daily basis. The dilemma though was there was no funding for those additional officers, so the solution, change the formula and obscure and manipulate the data.
With data, it seems, comes power. It doesn’t matter how good the data is, all that matters is that it can be used pejoratively. Politicians can hold organisations to account through the use of data. Managers in organisations can hold their employees to account through the use of data. And those of us that are being held to account, are either told we are failing or made to feel like we are. I think a colleague of mine would call this ‘institutional violence’. How accurate the data is, or what it tells you, or more to the point doesn’t, is irrelevant, it is the power that is derived from the data that matters. The underlying issues and problems that have a significant contribution to the so called ‘poor performance’ are obscured by manipulation of data and facts. How else would managers hold you to account without that data? And whilst you may point to so many other factors that contribute to the data, it is after all just seen as an excuse. Such is the power of the data that if you are not performing badly, you still feel like you are.
The above account is predominantly about policing because that is my background. I was fortunate that I became far more informed about NPM and the unintended consequences of the performance culture and over reliance on data due to my academic endeavours in the latter part of my policing career. Academia it seemed to me, had seen through this nonsense and academics were writing about it. But it seems, somewhat disappointingly, that the very same managerialist ideals and practices pervade academia. You really would have thought they’d know better.
As you know by now, a small group of us decided the best way to thrive in lockdown was to seek solace in reading and talking about books. Hence the creation of #CriminologyBookClub! Building on on what has quickly become standard practice, we’ve decided to continue with all eight bloggers contributing! Our latest book was chosen by all of us (unanimously) after we fell in love with the first instalment. Without more ado, let’s see why we all adore Inspector Chopra (retired) et al. and why we’re all so very sad to reach the (temporary, we hope!) end of @vaseemk2‘s wonderful series:
The final of the Chopra series was delightful. As with the previous books, the story is a crime novel but there is a continuance of a broader (and arguably) more damaging topic, social harm. I found this book so interesting to read as Vaseem shines a light on Parsee culture that was unknown to myself until reading this book. Although this is a series of fictional books, parts of these books are based on real life events and I think this allows for a lot of reflection. I finished the book thinking about the plight of the vultures and the impact that this has on humans. Book Club is yet to find another book that we all collectively enjoy, let alone a series. This series is wonderful.@haleysread
The fifth book of the series introduces us to the community of the Parsees. Inspector Chopra is exploring a world full of secrecy, hidden messages and innuendos. Is it a family dispute gone wrong or an attack on a small community that is flickering away? The victim is powerful, well respected and without any obvious foes. Maybe the death is an accident or one of those unfortunate events? Chopra doesn’t think so! With the help of his pet elephant he uncovers the truth, despite the authorities’ incompetence collecting evidence and the need of many in the circle of suspects to withhold information. This is a more mature outing of the detective as the case makes him question his own mortality when he is faced with ancient customs. The team remains the same although the addition of a recovering vulture makes the group as surreal as ever. The dialogues are lively and the exchanges are sharp but in the end, what is the truth? Who is going to crack when Inspector Chopra reveals “whodunit”?@manosdaskalou
As a latecomer to book club, this was my second of the Chopra series and once again I loved it. @vaseemk2 writes in such a way that he brings everything to life with vibrancy. This book featured a vulture who developed a personality of its own and just like the previous book, I enjoy the characters of the animals. Aside from the characters, the author is very good at introducing real life events or people. This book introduced the Parsee community which I had not heard of and it encouraged me to go away and learn more. I am looking forward to playing Chopra catch up over summer.@amycortvriend
I approached this book with mixed feelings. I desperately wanted to immerse myself into the sunshine and colour of India. However, I also was very aware this was the (current!) last book in Vaseem Khan’s awesome series (I am seriously hoping for many more, take note @vaseemk2!). Fortunately, I forgot the latter, as I immersed myself in the former. As with previous Inspector Chopra cases there is the theme of institutional violence, of ordinary people, elephants and vultures subjected to the vagaries of powerful people. In 1967, Howard Becker asked “whose side are we on? and answered, the powerless. Vaseem’s series takes the same approach, there is a sense of camaraderie and empathy towards those who are different, those who are outside of mainstream society, the underdogs. Whether they are eunuchs, Parsees or even vultures, compassion is present in Chopra et al.’s responses and actions. Although gutted that the series has come to a (temporary!) halt, this book was a joy to read. I’m going to miss all the characters but will simply pretend they’ve gone on a holiday!@paulaabowles
Bad Day at the Vulture Club was yet another wonderful investigation involving the Book Club’s favourite motley crew! The story was intriguing, the characters charming (although some of them not so much), scenery vivid and as always, overall utterly brilliant! This is the last book in the Inspector Chopra series, so far, and if I’m being overly critical it did not feel like an ending. Maybe there will be more to come? Hint Hint @vaseemk2!@jesjames50
Having read the previous books in the series and having become embroiled in the Baby Ganesh Agency’s quirky and endearing machinations, I picked up this final book with eagerness, anticipation and dread in equal measure. Why dread, well it’s the last in the series (I know I’ve already said that but its worth restating), no more Insp. Chopra (Retd), no more Ganesha, Poppy, Irfan or the erstwhile Rangwalla. As we have become accustomed to, the book paints a colourful and wonderful picture of Mombai and its inhabitants whilst also providing saddening detail of the darker side of corruption and desperate poverty. With the usual twists and turns, injections of humour and triumph coupled with some interesting historical backdrops the story line is both intriguing and captivating. Another page turner, but as each page disappears, so too is the recognition that it is all going to come to an end. Whilst all the characters deserve a well-earned rest, it would seem a travesty for the redoubtable Insp. Chopra and his less than ordinary sidekick Ganesha to permanently retire@5teveh
Goodbye for now, Inspector…….
Another great addition to the inspector Chopra series. More wacky characters, great comedy, and a great mysterious plot. I have also learned some interesting things about India’s culture, which has encouraged me to do further reading.
Reflecting on my time reading this series, I have enjoyed every single book. Like the other 4 books prior, Bad Day at the Vulture Club gives you delightful excitement and adventure which is far from what has been present in real life. During uncertain times and difficult lockdowns these books have provided much need escapism. During the final chapters I did feel a wave of sadness, as I knew this was the last book in the series. But I hopeful we will see a return of baby Ganesh, Poppy and Inspector Chopra, as we have still not unlocked the mystery of Ganesh. I recommend the complete series, if you like courageous elephants and want a light hearted page turner.@svr2727
It goes without saying that I loved this book. I’ve so enjoyed following the exploits of Chopra and Ganesha over the last year and a half and there’s definitely a bit of a hole in my life now! I’ll admit that I read it with trepidation – worried that something awful would befall the characters I had come to care about, given that it’s the final book in the series. But I needn’t have worried! I found myself once again immersed in a mystery and following the threads through India – learning loads about the country and the culture on the way. I almost loved the vulture as much as I love the elephant. I really hope this isn’t the last we hear from these characters!@saffrongarside
We shall leave the final thought to some younger fans of Baby Ganesha and the Vulture….thanks to Quinn and Paisley for their fabulous artistry