Change is something that affects everyone. A change no matter how big or how small impacts people differently. Change is something that is personal, because each person feels differently regarding the change (Duck, 1993). Organizations need to balance the organizational needs and the continuity of the organization when thinking of any change. The organization needs to focus on areas where the change is most likely to succeed. Most of the time, organizations do not manage change appropriately, which creates problems (Coulson, 2009).

“Change for change’s sake should be avoided” (Coulson, 2009, para. 25). Leaders and managers need to focus on how much change any one person, shift or organization can handle. The problem is that some CLEO’s change policy in response to one incident, which does not translate to best practices in law enforcement. The CLEO’s should focus on the one officer that was the problem and provide corrective action or mentoring.

CHANGE

If it is determined that change is needed, the CLEO and the organization should be aware that change does not occur overnight. The foundation for change needs to be in place for a long time prior to the change being implemented. “People need to be motivated, prepared, and equipped to achieve the changes they are expected to bring about” (Coulson, 2009, para. 34).

It must be understood that people can only learn so fast. I recently had a discussion with a Minneapolis police officer who indicated that he was in narcotics/investigations for about 5 years.  After his time in narcotics, he went back to patrol. He used to work on MDC and the police cars now all had HTML/Micro Soft supported computers that provided for CAD and report writing databases.

This officer should have been afforded the opportunity to re-assimilate back into patrol. This was just a change in technology not a change in law or policy. This employee was not overwhelmed.  Police supervisors and CLEOs need to understand that if they reduce stress regarding the change by providing the justification and rationale for the change, they can deal with a lot of objections and stress. Additionally, if the CLEO gets buy in from the organization, then the change will be something that is sustained and long lasting, not just a fly-by-night policy change.

Matt Stiehm was born and raised in Minnesota. He received an Educational Doctorate from Argosy University, where the focus of his research was campus safety and security. He has a Masters Degree of Criminal Justice from Central Missouri State University, with his final paper which focused on the investigation of child abuse and finally a Bachelors of Science from Wayne State College, Nebraska. He has served as a police officer in three states (CA, MN and NE), he keeps current on law enforcement trends. He currently is a member of ILEETA, MN Infragard, FBI LEEDS, an Associate Member of the IACP and the Midwestern Criminal Justice Association.  If you would like to contact him you can send an email to info@stiehmsolutionsconsulting.com

Learn more about this article here:

Coulson-Thomas, C. (2009). Leading and managing change. Management Services, 53(1), 31-37.

Duck, J. (1993). Managing Change: The Art of Balancing. Harvard Business Review, 71(6), 109-118.

Heifetz, R. A., & Laurie, D. L. (2001). The Work of Leadership. Harvard Business Review, 79(11), 131-141.

An ACLU Attorney is asking questions about why police shot a man charging at them with a four foot long metal tool.  Officers were dispatched to a Carl’s, Jr. fast food restaurant in Monterey Park, California, in the Pasadena area.  Steve Rodriguez, age 22, was on scene smashing windows with a large pipe bender.  Ignoring police commands, he charged at  officers who first tased him in the face. The tasing did not stop him.  Rodriguez then stood like a baseball player and began to swing when one officer fired and then the other.  Rodriguez was pronounced dead after the incident.

ACLU Attorney Peter Bibring, the organization’s self-styled expert in police use of force, feels that the first volley of five shots might have been acceptable, but the second volley of shots were possibly an excessive use of force.  Please note his opinions have been offered before the investigation has been completed.

The Los Angeles County Sheriff’s Department has not identified the officers. The department is investigating the situation which some believe was connected to an earlier incident at Mr. Rodriguez’ college.  Amateur video of the incident has been released on YouTube.  Be advised that the commentator is extremely liberal in her uninformed interpretation:

http://www.youtube.com/watch?v=0BQv8I-mUhE

The standard for appropriate use of force remains Graham v Connor (1989), which outlines the concept of objective reasonableness.  In this ruling, the Supreme Court made the distinction that reasonableness of force use is determined not by what people decide about the incident in retrospect, but rather what the officers perceived at the time of the incident.

Specifically the Court ruled:

The Fourth Amendment “reasonableness” inquiry is whether the officers’ actions are “objectively reasonable” in light of the facts and circumstances confronting them, without regard to their underlying intent or motivation. The “reasonableness” of a particular use of force must be judged from the perspective of a reasonable officer on the scene, and its calculus must embody an allowance for the fact that police officers are often forced to make split second decisions about the amount of force necessary in a particular situation.

Since the “newscaster” in the Youtube video probably can’t spell Graham v Connor, never mind interpret it correctly, her comments should be considered accordingly.  Sadly, in every incident of this type, officers are judged not by their perception during a shooting, but rather the perceptions of individuals who often have no background in the use of force or law enforcement.

Dr. Bill Lewinsky is one of the premier researchers and lecturers in the United States about police use of force.  He tells us that many factors determine how officers use force in the street, including training, conditions at the scene, neuro-muscular memory and function, and a host of other issues. Officers are not trained to wound, they are trained to stop the threat.  Officers are also not taught to fire a certain number of rounds.

The perception of when the threat ceases may be when the perpetrator falls to the ground, which can easily be after five rounds have been fired. During officer-involved shootings, the primal fight or flight reflex kicks in for police and the resulting adrenaline rush makes it difficult, if not impossible, to stop firing in a nanosecond.

This same hormone dump from the adrenal gland causes the heart rate to go up.  Dr. Lewinsky reports that time often distorts for officers under extreme threat and they often are not aware of the sounds of the shots fired.  The field of vision narrows in a classic tunnel vision situation.  Considering  how many rounds one can fire off in a second, you can gain an appreciation for the fact that it would be easy to shoot five rounds while under a threat.  In such situations, members of the community always question why cops just didn’t shoot a perpetrator in the legs and wound them.  This is why.

Here is one surefire way to avoid being shot even once by police:  don’t come after them with a four-foot piece of pipe with a hunk of steel in a semi-circle at the end.

Learn more about this article here:

http://www.pasadenastarnews.com/news/ci_19854816

http://supreme.justia.com/cases/federal/us/490/386/

http://www.forcescience.org/

Many different opinions exist within the law enforcement and tactical response communities on work-related topics. Examples include which tactics are best, which training program is best, which weapons are best, and which equipment is best. Many of these conversations result in heated debates and arguments, because people feel strongly about these issues. They should feel strongly about topics which may directly affect their livelihood, even their lives, on a daily basis.

How many conversations do we have regarding the best mindset? Has this subject ever resulted in heated debate?

In my personal experience, mindset is far more critical than all of these other factors combined. Yes, training is important, particularly in team settings. Certainly, proper weapons and equipment allow us to do our job more safely and efficiently. Untrained and unequipped victims have fought off the criminal attackers trying to do them harm and survived because they had the willpower and the mindset to win. Their success was not based on a school, a tool, or a technique. One critical item made the difference; their mindset.

How much more efficiently could we do our job with the proper mindset? How much safer would we be?

Mindset affects everything we do.  It is the only factor we have 100% control over every day. While it may not make you popular with some who do not like your mindset, you are the only person in total control of your mindset all of the time. Even some of the people who do not care for your mindset personally will still recognize the professionals who get the mission completed when it really matters.

Most tactical officers I know do not personally select their weapon platforms, the team equipment, the training academy or any of the other daily team variables with which they work. Most responders I know have to follow strict agency policies regarding every piece of uniform and equipment, with no flexibility for personal preference. We all have the choice to determine our own mindset.

I have worked with and trained with some individuals who were extremely competent, capable, and experienced. All of them had a “can do, will do” attitude and the tactical mindset to accomplish the mission first. These are the people who thrive in a tactical team environment.  I am excited to work with and train responders with this mindset.

I have worked with and trained some individuals that were not very competent or capable. Their daily experience consisted of punching the time clock and dodging responsibility. All of them had bad attitudes about their jobs, their duties, and themselves. They would openly claim they would not do anything for anyone else; they were only there for paycheck and self. I will have to admit I was not excited at times when I had to work with or train individuals with this mindset.

As a professional instructor I have the opportunity and the responsibility to train all of the above types of individuals, regardless of my personal excitement level regarding the students’ initial mindset. How I choose to train and interact with any of these individuals is my choice, not theirs. I take these opportunities to present the students with the proper mindset for responders, as well as the firearms or tactical skills we will be training on that day. We all have the opportunity to show our fellow responders a better way of doing things on a daily basis – even those who don’t seem to want to learn any other way.

I will admit at times I have mentally cringed before we started the training cycle, based only on the mindset of the students I was going to be training. The only personally acceptable option I had was to shrug it off, put on my game face, and get to work. Anything less would not have been satisfactory or professional. Many times, by driving on professionally and showing the students a better mindset and a better way to do things, I was able to bring their mindset up towards my own. If I had allowed their mindset to affect me and lowered my mindset towards theirs, this would never have happened. Nothing beneficial will come from joining the lowest common denominator.

We all know that misery loves company. As professionals we have no choice other than to drive on and do the right thing regardless of what everyone else is saying, doing, or thinking. We cannot allow their mindset or attitude to bring us down; we must strive to bring them up to our level. This is how we can change things for the better from the inside. This is how leaders effect change.

Leadership is not about rank or experience. Leadership is not about how many schools you have been to or about time in grade. Leadership is about leading from the front and showing our fellow responders a better way.

Jeff Pierce is LET’s Tactical Contributor. He has 12 years direct law enforcement, military, and emergency response experience including tactical operations, counter terrorism, WMD and critical incident response; 11 years direct Law Enforcement and Emergency Response Instruction and Curriculum Development experience; and 6 years direct Intelligence and Anti Terrorism experience. Jeff served extensively as a federal tactical officer including entry team, precision marksman team, team leader, team commander, range master ,and lead instructor. He has trained all levels of civilian, military, and law enforcement personnel since 2005. Jeff founded Double Diamond Tactical in 2006 to further help responders build critical use of force skills in a controlled training environment.

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By: Jesse Martin AAS, NREMT-I/99

I am a creature of habit.  Like many people, my daily schedule frames my day.  I developed my breakfast routine many years ago as an antidote for the unplanned chaos of the job.  I needed a transitional place to get my game face on, to leave my personal life behind, and gear up for my professional one. I eat the same breakfast at the same deli with a small seating area every day.  I’ve done this for years.  My name’s Gaffney.  I wear a badge.

Two people are dead in Blacksburg, Virginia, including one police officer, following a shooting at Virginia Tech University.  Both the Tech campus, as well as the local school district, are currently on lock-down status, indicating that the shooter has not yet been apprehended. Campus officials report that this incident began with a traffic stop, resulting in the death of the officer.   The cause or identity of the second shooting victim is unknown at this time.

The suspect is described as a white male in a maroon hoodie with a neon green ball cap.

In 2007, Virginia Tech was the site of one of the worst school shootings in American history.  Campus police were criticized following that incident because of a two-hour time delay in which students were not notified of a critical incident on campus.  The shooter,  Seung-Hui Cho, was able to chain entrances shut trapping students inside.

Students reportedly have received a series of three text messages from campus officials notifying them of the situation, a description of the shooter, and ways they can stay safe during the incident.

Law Enforcement Today will continue to keep you posted on this breaking news event of critical importance to the law enforcement family

Learn more about this story here:

http://usnews.msnbc.msn.com/_news/2011/12/08/9302817-2-shot-dead-on-virginia-tech-campus

http://www.foxnews.com/us/2011/12/08/shots-fired-at-virginia-techs-campus-gunman-sought/?test=latestnews

It was 1973 and it seems like a lifetime ago. There I was, sitting in the Police Academy in Norfolk, VA. It was opening day, and to that point, I had already been through Military Police training at Fort Gordon, GA. But this was different. I was not going to be a weekend warrior, but a sworn officer for the City of Norfolk, my home town. Each recruit was excited about the path ahead, and could not wait to pin on that badge and strap on that gun and take a seat next to the field training officer as a rookie. Admit it—you remember that feeling too.

The day finally came for graduation from the academy, held in the confines of a courtroom. Chief Claude “Bubba” Staylor called my name and I walked to the front, receiving my diploma from Deputy Chief Charles Grant and moved on for the ceremonial handshake from Chief Staylor. My family sat watching and it was a proud day. I actually got a trophy for top academic honors.

You have heard the expression—looking at life through rose colored glasses—expressing a description of those who are optimists and see all the good things in life tinted by their own thoughts and desires. When I hit the street, I wore those rose colored glasses, wanting to be a great cop, helping the people of Norfolk. Because I was a deacon at Church, that became my nickname for a bit.

Then I began working around the old-timers—vintage ‘50’s and ‘60’s cops. Hard nosed, cast iron heart, cynical veterans of the streets who enjoy breaking those rose glasses. But their task is not hard after going to a few fatalities, homicides, suicides, and domestic fights. Norfolk was a Navy town, so Navy payday was a special treat. It quickly became evident that rather than help the good people of Norfolk, I had to defend them from the lawless dregs of society, those soulless, depraved criminals who knew no good. The truth is, that is where I got my blue colored glasses. The way we as officers learn to view society is tainted by the harsh realities of the streets. Later, when I went to the Detective Bureau, it changed a bit. It was not as severe.

When I left Norfolk I enrolled at Columbia Bible College and you can imagine the difference in a campus filled with rose colored glasses and a street cop looking at the world all blue. Soon I learned that I might—just might—have a skewed opinion of society.

There I met Robert. From the first look in a hospital room I knew he was a guy I would have busted—just because. After talking with him a while, I found I had a different impact—he decided that day to change his life—and he changed dramatically and quickly. I was there on a mission and did not know it. I also met Tom, and quickly learned he was there as an option to jail. The judge convicted him of drug smuggling, but gave the first time offender a chance to follow the change that had happened in his life.

At first I had the same reaction as you as you read this. Truth is, over time I saw the change was real. And then, several years later, came the big one—I worked six years building a ministry for a former Capo for the Colombo Crime Family. Yeah, an ex-cop and ex-mob guy standing in churches together. God does have a sense of humor.

All of this recolored my glasses—not back to rose, because that was just as skewed as blue. I learned a lesson. First impressions are not always accurate. Also, people CAN change, and sometimes do. Now for officers, it is critical to balance the understanding with skepticism, the optimism with a bit of cynicism. It begins with initial assumptions rather than presumption. It carefully balances being vigilant at all times – to never be caught off guard, but also to let the facts speak rather than assumptions. Over the years I have been fortunate to observe people grow from bad to good. Some were criminals. Some wore blue. We need each others help us to keep those glasses clean, clear, and balanced with the hope of rose and the vigilance of blue.

Chances are you’re going to attend at least one holiday celebration this month. As family and friends gather to share food and drink, the “good old days” are almost guaranteed to become a topic of conversation. Many of us hold the conviction that life was simpler, safer, and better in years past.

But criminal justice professionals think otherwise. We know, from press releases issued by the Federal Bureau of Investigation, that overall crime rates—both violent and nonviolent—have been dropping for decades. According to the latest FBI statistics, violent crime generally reached a 40-year low in 2009. (There are exceptions in some cities and some areas of the Northeast.)

More good news came from the Department of Health and Human Services, which released statistics showing that child sex abuse is down 55 percent from its 1992 peak.

Mention these crime statistics as you’re pouring eggnog or carving the holiday turkey, and you’ll probably be met with disbelief. The “paradise lost” mentality we carry in our souls simply does not want to admit that life has gotten better—especially in light of recent economic problems and rising poverty rates.

What’s going on? Even criminal justice experts disagree about why crime is dropping. What’s certain, though, is that there are important implications for law enforcement.

First, we need to recognize that some citizens use the myth of rising crime as an excuse for their own violent behavior. Irrationally fearful and heavily armed, they espouse a “shoot first and ask questions later” philosophy that can put themselves, their families, their neighborhoods and—not incidentally—local law-enforcement personnel in danger.

Belief in a largely imaginary criminal element out there can also blind citizens to the dangers closer to home—literally. For example, many parents worry endlessly about kidnappers who may be lurking in shopping malls and playgrounds—forgetting that the risk of sexual assault by a relative or family friend is a much greater danger.

Similarly, many people believe that domestic violence is a normal part of a relationship and, therefore, nothing to be concerned about. Whatever spouses and parents do (even if it looks outrageous to an outsider) is good and normal.

In this worldview, the only people we have to worry about are strangers. The consequences are familiar to every officer: Endless emergency room visits and workplace disruptions, and emotionally scarred children who may repeat the same violent behavior in their own relationships later on.

Most seriously, widespread hopelessness about imagined increases in crime can lead to budget cuts to agencies that are experiencing wide success in protecting citizens and their property. Misconceptions about rising crime rates rob both officers and their agencies of credit for their hard work and professionalism.

The good news about modern law enforcement deserves wider circulation. Press releases, open houses, public forums, and media interviews are some of the ways that agencies can broadcast their successes—and ensure that the good news continues in these hard economic times.

You can learn more about FBI crime data at this link: http://www.fbi.gov/news/stories/2011/may/crimes_052311/crime_052311

Jean Reynolds

www.YourPoliceWrite.com

Last Sunday around 5 a.m., she received news which she had been dreading for years. The text message transmitted the kind of news that made her feel as if her stomach was trying to climb up into her throat.  “I was arrested for DWI at midnight,” the text message read.  “I wanted you to hear it from me before you read it in the paper.  I’m sorry I let you down.”

She sat up in bed, cradled the phone in her hand, and reflected that maybe she had been the one who let him down.  This cautionary tale is a true story, but for obvious reasons, must remain anonymous.  Call him Chris, but he could just as easily have been named Roberto, Laurie, D’Andre, or Nguyen.  He (or she) could be from New York City or Honolulu, San Juan, Puerto Rico or San Juan Capistrano.

Chris is still the best instinctive police officer she knows.  He served in a Presidential detail for a number of years while in the armed forces.  Chris was dedicated, passionate, and committed to enforcing the law.  Beloved by the neighborhood he served, Chris’ approach to community policing led the citizens to nominate him for a “Top Cop” award, which he won for his municipality.

But Chris also had PTSD from his military service. Sadly, Chris had been exhibiting symptoms of distress for a number of years.  He suffered with a longstanding gastric problem causing many absences.  His Facebook page was filled with dour comments regarding the city where he serves. Many of the pictures shared there clearly involved consuming alcohol.  Romantic relationships crashed and burned.

Chris’ work began to slip.  He lost his temper and became frustrated easily while on duty. Chris missed training. His appearance changed; he looked bloated and had gained a great deal of weight.  Chris was subject to a number of disciplinary actions for low-level infractions.  He would frequently fail to remember interpersonal communication and distanced himself from friends.

As always, there was plenty of gossip around the department.  She tried speaking to Chris directly on several occasions. He told her that his only problem was her. Other officers from his unit who knew that they were close expressed concern to her.  She contacted his brother who was a senior non-commissioned military officer, but the downward spiral continued.

What held her and others back from taking action and notifying the chain of command?  What kept his chain of command from taking other than disciplinary action?  Was it lack of concern?  Fear was the primary motivation.

Isn’t it ironic? Those who place themselves in harm’s way day after day in law enforcement are often afraid to take action to report a colleague who needs help.  Officers are afraid to ask for help themselves because they fear career damage.  Co-workers and superior officers fear grievances or strained work relationships if they intervene.

The saddest part of this difficult issue is that it is often the very pressures of the job that drive officers to attempt to cope through substance abuse. All law enforcement officers are aware of the troubling statistics regarding drug and alcohol abuse, divorce, disability, and suicide among law enforcement officers, yet the police family still hesitates in confronting or reporting a fellow officer.

Chris is suspended now without pay and in rehab.  She had breakfast with him recently.  He told her that all he felt was relief.   His case has not been adjudicated yet.  His chief has received many letters of support from citizens.  She hopes that his career may be saved.

The tension in dealing with troubled police officers lies between the legitimate notion of zero tolerance for drunk driving and creating an open environment in which to ask for help.  Public perception of poor behavior among police officers is a constant concern of any competent police executive.  However, actions taken to address that concern can stand in the way of assisting a salvageable officer.

Having a substance abuse problem?  Now we will make it impossible for you to support yourself or your family by suspending you without pay.  While such action as reported in the local paper satisfies a public often critical of law enforcement, it does little to assist the officer.  Further, it makes other officers loathe to ask for help or to intervene with a colleague,

All police professionals must make it easier for troubled officers to ask for help. Undergoing successful treatment for alcoholism or receiving counseling should not hamper a career.  In fact, having the maturity to recognize when assistance is necessary should be a plus.

She chickened out in taking further action because she was afraid that she might be wrong.  She was afraid that Chris would be angry with her.  She feared that her actions would permanently damage the friendship and his career.

Is there a Chris in your life?  Are you Chris?  Courage is being afraid and doing it anyway.  Have courage and do something.  In doing so, you may save a life just as surely as if you gave CPR to the victim of a motor vehicle accident.  Do something.

Although most departments have Employee Assistance Programs, following are some helpful resources

http://ps.psychiatryonline.org/article.aspx?articleID=90278

Police Alcoholics Anonymous Meetings

http://www.policesuicideprevention.com/id24.html

Police and AA Article

http://www.policesuicideprevention.com/id43.html

If  you watch the mainstream media for any length of time, you’ll notice something about law enforcement coverage.  Most of the time, news stories about police are negative.  Like any other occupation, law enforcement has its small percentage of spouse and substance abusers, as well as corrupt or just inept individuals.  However, because the news media highlights negative events, the percentage of coverage of the “bad guys” (and girls) of law enforcement is much higher than the silent blue majority of officers who practice excellence day in and day out.

The motto of the news media is, “if it bleeds, it leads.”  By nature, news coverage focuses on unusual events because advising readers that 600,000 cops nationwide all did their jobs well last week doesn’t sell newspapers.  When coverage focuses constantly on the poor behavior of a small number of police, it gives the false impression to the public that the majority of cops are crooked, inept, or bullies.  Please note that we rarely hear of crooked, inept or bullying engineers, butchers, secretaries, and people who work at Walmart identified by occupation in media stories of their arrests.

Only police officers and a few other professions have the dubious honor of having their type and place of work all over the headlines when they do something wrong.  As we all know, while the majority of the coverage is negative, the vast majority of law enforcement members execute their duties professionally, for relatively little pay, at great risk.

The coverage of the police response to Occupy Wall Street has been particularly rough recently.   Ready for some great police news that you probably won’t see on CNN?    NYPD shootings are at an all time LOW.  Authorities attribute this to increased training and incredible restraint by officers.

New York City has 8.2 million residents, plus many commuters who return home to other areas away from the City after work.  In NYPD’s 23 million encounters with people in one year, they shot at suspects only 33 times.  Eight suspects were killed and every suspect killed was armed.    Thirty three out of 23 million.  Simply unbelievable

Hats off to Police Commissioner Ray Kelly and all of New York’s finest!  In spite of some dubious leadership from New York City Mayor Bloomberg, Kelly has led his men and women to an absolutely astounding record of professionalism based on 2010 statistics.

Learn more about this story here:

http://www.nydailynews.com/opinion/nypd-shootings-all-time-thanks-good-training-article-1.982086