The report also describes the plans to introduce POP in Merseyside, based on the experiences in the other areas. Self-motivated beat patrol officers who had training, structured forms, regular data on incident patterns, and supportive management did not necessarily deliver a problem-oriented policing approach. Some police officers did quickly become committed, enthusiastic, imaginative, and effective, and produced examples of outstanding work on a wide variety of problems. However, many police officers were cynical, hostile to the forms, reluctant or unable to use incident data, and apt to rely on traditional policing methods. Senior officers began by becoming more directive toward beat officers, but this approach often resulted in lip service rather than real problem solving. Subsequent adjustments have included assigning responsibility to a specific unit for identifying problems and to the local inspectors and sergeants for orchestrating the work. This experience indicated that a longer-term program of cultural change is needed to change routine ways of thinking and working. Police in Cleveland took advantage of the Leicestershire experience to use a different approach, which involved committing the whole police force to POP and conducting extensive training. Findings in the two areas suggested that successful implementation of POP requires long-term commitment, major efforts to overcome cultural resistance, extensive training, user-friendly technical support, the possible use of civilian analysts, and mechanisms to facilitate interagency cooperation. Tables, figures, appended background information, and 24 references