MUST BE APA STYLE ESSAY, ORIGINAL WORK

Transforming the way we think

Abstract

Law enforcement officers face financial hardship, social bias, and organization pressures to reevaluate their commitment to community policing. Agencies are seen as specialized forces rather than community partners. Police administrators continually agree with the whole philosophy, but continued reassessment of organizational roles are essential to long-term development. Executives within the organization find themselves talking about the need for community partnership and policing but actual movement toward actually accomplishing such task is often frowned upon.

Transforming the way we think

Resistance

Many within law enforcement believe in the whole concept of community policing, however it can be a difficult task of aligning personnel. This resistance is often viewed as officers fighting the system. At times, this can be true; however, there are many areas that are often overlooked. When it comes to solving community issues, law enforcement organizations will admit not knowing what is best for the community. With that knowledge, front line officers are encouraged to establish community partnerships through problem solving, being less authoritative, and using a proactive approach, innovative ideas, and often times nontraditional methods of interaction with the public.

The Department

Organizations must implement upper management practices that are consistent inside and outside the department and for the whole community. Problems within the organization are addressed first, capitalizing on partnerships and collaborating on solving issues inside the department.

Unfortunately, it’s common to see first responders develop a negative view of the community it swore to protect. This then goes from a reactive stance to a proactive problem solver, which is a very negative approach to making communities safe. Those in command should at all cost set an example, set an expectation, and ensure consistent training to ensure these behaviors is not standard operating procedures. Departments must initiate changes in internal business, all while asking officers to change the way things that are done on the street.

Balancing act

Blanchard & Hersey, 2010 have explained “Situational Leadership “as the important management flexibility and the application of management styles that complement the demands being addressed. Situational Leadership should be common practice for every member employed to wear a shield. This also includes upper level management, because before anything else, they are law enforcement officers and an example to those under their leadership.

Creating an atmosphere were situational leadership is standard daily operation and “Situational Followership” where officers can distinguish between required strict compliance and collaborative problem solving skills are more appropriate.

Why change is necessary

Major emotional distress is caused by high demands and low control. Law enforcement officers often times have an emotional investment in the job, but very limited control over the factors that most affect the job, which will eventually cause distress. This then leads to passive resistance, insubordination, sabotage, fear, instances of excessive uses of force and police brutality.

Creating an atmosphere of cooperation will reduce the sense victimization by the reduction of their emotional investment or the belief that they have a meaningful degree of input in their employment roles.

Conclusion

Law enforcement leaders who continue the same as prior In my opinion departments will continue to have resistance and misunderstanding to the full benefits of what community policing can offer. The profession has suffered so many black eyes over the last few years and many new things have devolved because of those, however very few departments have refused to change some of the most obvious.

References

Acton, E. (2015). Restorative Justice a Postcode Lottery? Safer Communities, 14(3): 120-125.

Blanchard, K., & Hershey, P. (1982). Theory of Leader Effectiveness, Group & Organization Studies, 7 (2), 225-242

Edwards, P. (2015). Where, How, Who? Some questions for Restorative Justice. Safer Communities, 14(3): 138-146.