I read—but can't personally confirm—that the 1997 document is required reading for all officer candidates, so the key people involved in these incidents were likely aware of the principles prescribed in the document at some point.
But reality is always different in important ways from prescribed ideals. Real-life behaviour by bad actors gets in the way, which is a limitation of the 1997 document: it appears that it assumes all team members are acting earnestly without personal agendas and in good faith.
In practice, I believe that the involvement of external checks and controls are key to ensure good-faith behaviour, even if people within the system prefer to deal with it in-house. Interventions by independent government investigators and press coverage are important ways to add external pressure, when there is a lack of internal accountability.
But reality is always different in important ways from prescribed ideals. Real-life behaviour by bad actors gets in the way, which is a limitation of the 1997 document: it appears that it assumes all team members are acting earnestly without personal agendas and in good faith.
In practice, I believe that the involvement of external checks and controls are key to ensure good-faith behaviour, even if people within the system prefer to deal with it in-house. Interventions by independent government investigators and press coverage are important ways to add external pressure, when there is a lack of internal accountability.