Police Role in the Community. CJ 3630 Professor James J. Drylie

Transcription

1 Police Role in the Community CJ 3630 Professor James J. Drylie

2 Changing Agency Culture There must be a willingness to change The police culture must modify from top to bottom To facilitate change agencies should develop a vision of the learning organization.

3 Learning Organizations According to Senge, learning organizations involve Continued capacity to create desired results New and expansive patterns of thinking are nurtured Collective aspiration is set free People continually see the whole together The basic rationale is situations of rapid change, only those that are flexible, adaptive, and productive will excel.

4 Real learning Real learning gets to the heart of what it is to be human and the re-create ourselves. According to Senge, certain basic disciplines must be mastered Systematic thinking focus on the whole rather than parts Personal mastery organizations learn through individuals who learn Mental models deeply ingrained assumptions & generalizations influence how we understand the world. Shared vision a shared picture of the future Team learning developing the team creates results

5 A formula for change Change occurs with the adoption of new ideas and behaviors. Most people find change uncomfortable The percentages 10% actively embrace change 80% will sit on the fence 10% will oppose change

6 The Change Equation D = discomfort The compelling reasons for and against change V = Vision The need for leadership to consider the changes that are necessary S = leveraging support R = Resistance D+V+S>R

7 Planning Change According to Lewin, change is a threephase process: Unfreezing Necessary to create change, involves overcoming the negative forces that cause resistance to change Changing Attitudes, values, feelings, and behaviors Refreezing Occurs when the agency reaches a new status quo

8 Successful Change Patterns Spread throughout the organization Produces positive changes in attitudes Prompts beliefs in problem solving Improve organizational performance

9 Lesson Learned Change and COPPS The emergence of a general transition process 1. Recognizing that traditional approaches did not succeed 2. Overall change in attitude: top bottom 3. Community assessments ID ne police responsibilities 4. New approaches to meet new responsibilities 5. Community involvement to work cooperatively with police to reach desired results

10 Change in the political environment There must be a stimulus for change Change must be grounded in defensible criteria Must be sufficient time for experimentation, evaluation, and fine-tuning of ideas Change takes time, does not occur overnight Not everyone will buy in Be flexible Recognize that change carries risk Evaluate and reward effective involvement

11 Dropping the Bomb Police organizations are characterized as developing a considerable level of inertia, which often results in a resistance to change. The bombshell technique involves dropping change into the mix with little or no plan for implementing change. Agencies experiencing this can be trown into a state of collective confusion.

12 Changing Organizational Values Police agencies are strongly influenced by values and policing styles. COPPS is a set of values rather than a technical orientation. COPPS is a service oriented approach. It does not reject the legalistic and order maintenance approach to policing, rather it combines service with necessary elements of each approach.

13 Resistance The traditional orthodoxy of policing is rotted in military command and scientific management theory. This philosophy needed to be changed. This required a new leadership style Shifting from telling and controlling to developing skills Listening to customers Solving problems Try new things Avoid coercive power

14 Police reactions Research on the Spokane, WA police department produced 3 significant reactions by Pos to the shift to community policing: Meaning. Some officers saw CP as a way of validating who they were as Pos. Resistance. As a philosophy, CP was difficult to describe. Sabotage. Some were obstructionists and purposely undermined CP.

15 Chief executive. The Key Leaders Ultimately responsible for ALL facets of COPPS. Must be willing to explore new approaches. They become the risk takers and boat rockers. The CLEO must be a change agent. They must be visible and credible. Articulate a clear vision to the organization Understand and accept the depth of change involved Assemble a capable management team Be committed to removing bureaucratic obstacles

16 Officer Joe

17 Middle Managers Command rank officers Captains Lieutenants These officers have the ability make significant contributions to changing the culture of the agency. They must build on the strengths of subordinates, capitalizing on training and competence. Should not maintain the status quo. LTs are the gatekeepers Must develop system resources and support mechanisms to ensure personnel can perform to achieve the best results.

18 Roles and Responsibilities Assume responsibility for strategic planning SP is a plan to close the organizational gap between where we are and where we want to be. An upper management-initiated process that sets specific goals and identifies measurable steps for a division or an entire organization taking into account personnel and budgetary resources. (Switzer, 2006).

19 Eliminate red tape and bottlenecks that impede work

20 Conduct regular meetings with subordinates to discuss plans, activities, and results. Assess COPPS efforts in a continuous manner.

21 First-line Supervisors The most challenging aspect of changing the police culture lies with 1 st Line Supervisors. The influence of this position deserves special attention. This is the primary point of contact of the POs with the organization.

22 1 st Line Supervisors have fundamental duties and responsibilities under COPPS: Understand and practice problem solving Manage time, staff, and resources Encourage teamwork Help POs to mobilize stakeholders Track and manage POs problem solving Provide officers with ongoing feedback and support.

23 The role of POs Expected to recognize when old methods are inadequate and new and different solutions are needed. Communication skills Accuracy of observation Short-term memory Reading comprehension Listening Writing