| Whether or not a military force (or
| |
| | How prevalent are these behaviours?
|
| paramilitary force) is properly equipped
| |
| | Are these behaviours a 'right of
|
| to handle crisis situations in an ethical
| |
| | passage' into a particular unit?
|
| manner is a question that is truly worthy
| |
| | Are these behaviours an indication of
|
| of consideration. Before asking oneself
| |
| | the 'Three Musketeers' mentality?
|
| this question, however, it is imperative
| |
| | Are these behaviours being condoned
|
| that leaders are certain that their
| |
| | or simply ignored?The answers to these
|
| organizations are grounded upon a solid,
| |
| | questions will provide some self-evident
|
| impermeable ethical foundation. Ethical
| |
| | guidance to police leaders as to the
|
| conduct simply cannot be expected within
| |
| | depth and breadth of the issue within
|
| an organization that is under pressure if
| |
| | their organization.Noble Cause
|
| it is not expected when the organization
| |
| | CorruptionOften times, the noble ideals
|
| is simply involved in daily, commonplace
| |
| | that motivate men and women to enlist in
|
| operations.Police services and the
| |
| | a police service are the very same
|
| military have enormous powers conferred
| |
| | qualities that motivate them to behave
|
| upon them by the state. Each has the
| |
| | inappropriately. These men and women do
|
| ability to restrict or remove individual
| |
| | not act as they do out of some evil
|
| liberty and both have the overwhelming
| |
| | intent. They do so with the noblest
|
| and unenviable right to use lethal force
| |
| | intent. Tragically, these situations
|
| where necessary. These powers are, in
| |
| | often have terribly unhappy
|
| large measure, the basis for citizens'
| |
| | consequences.We in Canada have had
|
| demanding that our organizations are
| |
| | numerous examples of this reality;
|
| founded on strong ethics, principles and
| |
| | especially since DNA technology has
|
| values.In the vast majority of cases,
| |
| | arisen as a tool in the detection of
|
| especially in days gone by, the
| |
| | crime. As we now can see, there have
|
| military's focus has been other than
| |
| | been numerous examples of wrongful
|
| domestic. When they are dispatched to
| |
| | convictions, based upon the
|
| any operational situation anywhere in the
| |
| | investigations by hard-working, tireless,
|
| world, including here in Canada, they
| |
| | honest, dedicated police officers.One
|
| very often become very involved in the
| |
| | need only look at Donald Marshall, David
|
| domestic life of that country's citizens,
| |
| | Milgaard or Guy Paul Morin to see how
|
| however.As time passes and one views the
| |
| | tragedy has befallen these three men, and
|
| tasking being given to Canada's military,
| |
| | others, as a result of a steadfast belief
|
| one can see more and more that the role
| |
| | in their guilt by a host of people within
|
| is that of peacekeeper rather than
| |
| | the Criminal Justice System during their
|
| warrior. This reality brings our
| |
| | investigation, detention and
|
| military and our police even closer in
| |
| | prosecution.In the village of
|
| terms of roles, responsibilities, values,
| |
| | Queensville, Ontario, 8 year-old
|
| principles and ethics.Some of the
| |
| | Christine Jessop disappeared. Some time
|
| ChallengesThere are some realities within
| |
| | later, her partially clothed and violated
|
| the culture of paramilitary organizations
| |
| | body was discovered. It became
|
| that may cause significant interference
| |
| | absolutely imperative that the person who
|
| with effective communications both
| |
| | perpetrated this heinous crime be found
|
| internally and externally. It is
| |
| | and brought to justice. In due course,
|
| incumbent upon the leaders of these
| |
| | Guy Paul Morin was arrested and charged
|
| organizations to recognize, accept and
| |
| | with her murder. After a series of
|
| properly counteract any negative aspects
| |
| | trials, he was imprisoned for the
|
| of their organizational culture.It is not
| |
| | crime.As history and science now tell us,
|
| sufficient that a leader possess
| |
| | Guy Paul did not do it!As a result of DNA
|
| impeccable values. The leader must
| |
| | testing, Guy Paul Morin was acquitted
|
| demonstrate these principles in daily
| |
| | after having spent years in prison. The
|
| interactions with others, and the leader
| |
| | fact of the matter is that he did not
|
| must communicate these values to all
| |
| | commit the crime for which he was
|
| employees regularly, consistently and
| |
| | incarcerated; yet those involved in the
|
| unashamedly. There must be a very clear
| |
| | investigation of the crime were utterly
|
| understanding by each and every member of
| |
| | convinced of his guilt.Investigators,
|
| the organization that ethics, values and
| |
| | investigative supervisors, forensic
|
| principles are simply non-negotiable.All
| |
| | scientists, crown attorneys and others
|
| too frequently, when an individual is
| |
| | held this zealous belief in his guilt.
|
| discovered to have been involved in
| |
| | It was only after an exhaustive public
|
| unacceptable behaviour, the 'bad apple'
| |
| | inquiry that all of the details of this
|
| theory is held up as the answer. A 'bad
| |
| | tragedy were fully explored and finally
|
| apple' grows and develops in an
| |
| | understood.In almost every case, these
|
| environment that either condones or
| |
| | wrongful convictions can be attributed,
|
| ignores the early warning signs, or in
| |
| | at least in part to 'Noble Cause
|
| some cases tacitly approves of the
| |
| | Corruption'. It is, in short, a
|
| indicative behaviour.The difficulty with
| |
| | phenomenon that can best be described as
|
| the 'act and react' approach is that it
| |
| | the 'Ends Justifies the Means'.This is
|
| is often seen by the junior ranks as, at
| |
| | not a phenomenon that exists only in
|
| best a witch-hunt or at worst a hollow
| |
| | policing. It can and does exist in any
|
| inquisition with obvious ulterior
| |
| | organization that values operational
|
| motives. Occasionally, some view the
| |
| | goals and/or tasks as indicators of
|
| curative measures that are imposed as
| |
| | success. There may be, and very likely
|
| knee-jerk reactions to isolated
| |
| | are examples of Noble Cause Corruption
|
| incidents. As a result, there are
| |
| | within the military as well.Police and
|
| virtually no long terms benefits
| |
| | military personnel are very task
|
| realized. Occasionally, such actions can
| |
| | oriented. If they are given a specific
|
| actually have significantly negative
| |
| | goal, they will do what is necessary to
|
| consequences.This is not to minimize the
| |
| | meet or exceed that goal. If the goal is
|
| general and specific deterrence of swift,
| |
| | poorly defined, the efforts toward its
|
| impartial action by the administration.
| |
| | attainment may go awry.In the Guy Paul
|
| It is imperative, however, that the
| |
| | Morin situation, and many others very
|
| organization be alive to any and all
| |
| | much like it, the goal was simple: Catch
|
| signs of larger, more insidious issues
| |
| | the bad guy! The missing aspect to the
|
| and take proactive measures when and
| |
| | goal appears to have been the words
|
| where appropriate.To fully understand how
| |
| | 'properly, impartially and
|
| misconduct can take place, and more
| |
| | justly'.Because of significant pressure
|
| importantly, how it is sometimes viewed
| |
| | from the public, the media and the
|
| by the transgressor's peers, it is
| |
| | administration, it became imperative that
|
| vitally important to take a close and
| |
| | the individual responsible for this
|
| critical look at the organizational
| |
| | atrocity be identified, arrested and
|
| culture in which the misconduct occurred.
| |
| | prosecuted quickly. Unfortunately, it
|
| This examination can take several forms
| |
| | was the wrong person.Similar tragedies
|
| but the most fruitful may be a bottom-up,
| |
| | can and do occur far too frequently for
|
| holistic approach.Defining the
| |
| | similar reasons. In a rush to judgement,
|
| Organizational CultureMilitary and
| |
| | investigators and others can develop
|
| paramilitary organizations have, over
| |
| | tunnel vision, impairing their ability to
|
| many years, developed a culture they can
| |
| | objectively pursue appropriate
|
| truly call their own. Moreover, units
| |
| | suspects.There are other aspects to the
|
| within these organizations develop
| |
| | organizational culture of policing and
|
| subcultures that must also be recognized.
| |
| | the military that bear examination and
|
| This is especially true of specialist or
| |
| | understanding.In these types of
|
| 'elite' units.A good starting point for
| |
| | organizations, the need to belong is
|
| the analysis of any organization in terms
| |
| | powerful. In combat or crisis
|
| of values, principles and ethics can and
| |
| | situations, this is an important and
|
| possibly should begin at the front lines.
| |
| | vital characteristic. The reliance of
|
| This analysis can help to identify the
| |
| | one upon another or one upon the unit can
|
| symptoms of any irregularities within the
| |
| | and does preserve life. Perhaps part of
|
| culture.The Cultural EvolutionActivities
| |
| | the difficulty with this mindset results
|
| and behaviours within a particular
| |
| | from the values of the warrior permeating
|
| organizational culture sometimes indicate
| |
| | peacekeeping operations.In these types of
|
| values and standards that differ widely
| |
| | organizations, an individual who rejects
|
| from those outside that culture. This is
| |
| | as unacceptable some piece of the
|
| not peculiar to police or the military.
| |
| | organizational culture runs the risk of
|
| Almost every single organization in every
| |
| | at best, being ostracized and at worst,
|
| conceivable sector has it own, individual
| |
| | becoming a target of the culture itself.
|
| culture.Organizations that tend to have
| |
| | There are examples of such happenings in
|
| their own 'language'; their own specific
| |
| | many organizations across North America.
|
| identity; their own atypical rules; are
| |
| | In far too many cases, the Musketeer
|
| more susceptible to developing a culture
| |
| | Mentality demands that everyone stand as
|
| that is some distance from the culture of
| |
| | one and dare not stand alone.The Role of
|
| mainstream society. The members of the
| |
| | AssociationsAnother situation that has
|
| organization often believe that their
| |
| | emerged somewhat recently is the militant
|
| world is too different, too complex and
| |
| | position assumed by associations. In
|
| too onerous for anyone outside the
| |
| | some cases, associations have minimized
|
| organization to begin to understand.
| |
| | their mandate as champions of
|
| This belief is the likely foundation of
| |
| | professionalism and have, for reasons
|
| peculiar cultural values.Until quite
| |
| | known only to them, assumed the mandate
|
| recently, police services were very
| |
| | of weakening the strength or impact of
|
| definitely apart from society. Although
| |
| | the leader of the service. In some
|
| they are sworn to serve and protect
| |
| | cases, it has been reported that
|
| society, this sworn duty was most often
| |
| | association leadership has investigated
|
| performed in the manner decided upon
| |
| | methods used by other militant unions
|
| behind closed doors by the police
| |
| | associations in other jurisdictions. One
|
| services themselves.With the advent of
| |
| | such report indicated that advice and
|
| Community Policing, Community Policing
| |
| | counsel was received from the association
|
| Advisory Committees, Community
| |
| | that represented officers of the Los
|
| Satisfaction Surveys and other similar
| |
| | Angeles Police Department. Given the
|
| Law Enforcement efforts, any mystique
| |
| | Rampart situation, this is a frightening
|
| that may have existed is being stripped
| |
| | thought.This strategy can have
|
| away. Police officers are being seen
| |
| | significant negative impacts upon the
|
| more and more as human beings with all
| |
| | effectiveness of the police service's
|
| the human frailties everyone else in the
| |
| | executive. At the very least, this
|
| community may possess. In short, the
| |
| | diversion can have a very negative impact
|
| public is now more willing to believe
| |
| | on the tactical operations of the service
|
| that their police officers are capable of
| |
| | or the strategic planning efforts of the
|
| committing not only acts if misconduct,
| |
| | organization.As much as organizations and
|
| but also criminal acts.There is no
| |
| | their leaders may try to appeal to the
|
| shortage of Internet sites that exist to
| |
| | self-actualization aspirations of their
|
| report on police misconduct. In one
| |
| | employees, various groups appear to
|
| particularly poignant example, it is
| |
| | operate at a much more basic level, from
|
| alleged that an off-duty police officer
| |
| | time to time.When perusing a variety of
|
| had had a physical altercation with a
| |
| | police association and/or union
|
| member of the public in a bar. The
| |
| | literature, one frequently sees articles
|
| account of the fight included the
| |
| | and points of view that speak to job
|
| civilian suffering convulsions, being
| |
| | security, personal security or other
|
| attacked with a pool cue and having one
| |
| | related topics. If an individual's
|
| of his eyes dangling on his cheek as a
| |
| | priorities involve self-preservation and
|
| result of the beating. As it turned out,
| |
| | or job security, it is hardly surprising
|
| there was an altercation but it in no way
| |
| | that the loftier goals of the
|
| resembled the account offered on the
| |
| | organization fail to make the 'A List'.
|
| Internet. The altercation could in no
| |
| | When a group is engrossed in thoughts of
|
| way be described as a beating and the
| |
| | self-preservation, it is not surprising
|
| civilian did not suffer convulsions and
| |
| | that ethics, values or principles do not
|
| did not have an injury to his eye even
| |
| | receive their undivided attention.This
|
| remotely resembling that described.Anyone
| |
| | reality simply underscores the need for
|
| reading the original account would have
| |
| | leaders to be very clear and unwavering
|
| been left with the disturbing impression
| |
| | in their communications with employees.
|
| that the police officer had been involved
| |
| | The underlying need for personal
|
| in a vicious, prolonged beating of an
| |
| | reassurance frequently interferes with
|
| innocent civilian. Given the millions of
| |
| | messages being sent from the head.
|
| people who regularly surf the Internet,
| |
| | Meaningful and effectual communication
|
| there is a very real likelihood that
| |
| | ceases to exist.Organizational
|
| there are many people who may have read
| |
| | Accountability and SupervisionIn
|
| the account and believed it.The result of
| |
| | organizations that 'grow their own'
|
| this new pressure on the police is that
| |
| | supervisors, managers and administrators,
|
| the public may be more prone to believing
| |
| | there can be a leaning toward
|
| that the police are capable of heinous
| |
| | indifference of some misconduct. This
|
| acts. When one considers the impact and
| |
| | inevitably results from having 'been
|
| frequency of the Rodney King video that
| |
| | there, done that'. The graduation from
|
| played and replayed on television sets
| |
| | front line through supervisor to
|
| across North America, it should not be
| |
| | administrator sometimes fails to take
|
| surprising that the public has changed it
| |
| | this reality into consideration.There is
|
| opinion of the probability of the police
| |
| | a need for a level of experience in
|
| involving themselves in criminal acts.
| |
| | senior police ranks that can only be
|
| Disturbing photographs of military
| |
| | attained by having moved up through the
|
| behaviour in Somalia have brough similar
| |
| | organization. But along with that
|
| pressure on our armed forces.These
| |
| | experience may occasionally come some
|
| realities raise the bar in terms of the
| |
| | unhealthy beliefs and inclination toward
|
| public's expectations of police officers
| |
| | wilful blindness.As individuals embark
|
| and members of the military. If the
| |
| | upon their ascent of the chain of
|
| public is now more prone to believing it
| |
| | command, they undoubtedly carry with them
|
| is probable, or at the very least
| |
| | varying amounts of sympathy, empathy and
|
| possible that police or military
| |
| | indulgence. This level of
|
| personnel can be involved in these types
| |
| | unresponsiveness may vary, depending on
|
| of loathsome behaviours, it is incumbent
| |
| | their particular career path.When these
|
| upon police and military leaders to
| |
| | characteristics begin to muddy the waters
|
| create and/or maintain ethical, highly
| |
| | of appropriate supervision,
|
| principled organizations that are open to
| |
| | accountability and authority, however,
|
| significant scrutiny by the pubic.
| |
| | they may begin to sow the seeds of future
|
| Transparency has become vitally
| |
| | organizational difficulties. It is also
|
| important.When the behaviours move too
| |
| | blatantly unfair to each and every member
|
| far along the acceptable-unacceptable
| |
| | of the organization. When a supervisor,
|
| continuum, the organization may begin to
| |
| | manager or executive entertains the
|
| experience considerable toxicity.In
| |
| | notion that 'boys will be boys' or
|
| looking at some particularly heinous
| |
| | something akin to that, it is time for
|
| examples of this phenomena, this
| |
| | serious self-examination. Serious,
|
| evolution to can more appropriately be
| |
| | thoughtful, well-planned and
|
| described as devolution. Every time an
| |
| | well-designed supervisory training is a
|
| unacceptable behaviour is permitted,
| |
| | tool that must be employed to help
|
| ignored or condoned, it becomes the new
| |
| | minimize the impacts of some of this
|
| standard for a second, slightly more
| |
| | inappropriate baggage.The ExecutiveBy the
|
| unacceptable behaviour. This second
| |
| | time an individual is at the executive
|
| behaviour sets a standard for a third,
| |
| | level of an organization, there is a
|
| and so on...In the Rampart Division of
| |
| | significant gap between their post and
|
| the Los Angeles Police Department,
| |
| | the front lines of the organization.
|
| incidents of serious assaults, robberies
| |
| | This gap frequently causes the leader to
|
| and even murders occurred; allegedly at
| |
| | steer his or her course using old,
|
| the hands of sworn police officers.
| |
| | outdated charts. This necessitates
|
| These unbelievable acts were the direct
| |
| | having a process in place whereby the
|
| result of the devolution of the culture
| |
| | leader can frequently and regularly 'take
|
| having been allowed to grow totally out
| |
| | the pulse' of the organization's front
|
| of control. The illegal acts in Rampart
| |
| | line service delivery
|
| are, thankfully, atypical of the vast
| |
| | personnel.Frequently, those who lead
|
| majority of police departments in North
| |
| | organizations possess marvellous ethical
|
| America. They remain, nonetheless,
| |
| | qualities. All too frequently, however,
|
| examples of what can and does occur if
| |
| | their expectations of the organization
|
| the cultural devolution is not monitored
| |
| | are based upon their own personal values
|
| and corrected. They are examples of what
| |
| | and beliefs, which are not shouted from
|
| can occur if the leadership is
| |
| | the rooftops.It is imperative that
|
| inattentive; not listening to the
| |
| | leaders proclaim their ethical
|
| heartbeat of their organization; not in
| |
| | expectations of every member of the
|
| touch; not listening to the cries for
| |
| | organization in a loud, clear voice. A
|
| help from their various constituents.The
| |
| | leader cannot simply expect that those
|
| Code of Silence and The Thin Blue
| |
| | who follow do so with the same ethical
|
| LineThere is a fervent belief, by some,
| |
| | fervour as they do. In fairness to
|
| that the police are all a part of the
| |
| | everyone in the organization, the
|
| last bastion between good and evil.
| |
| | leader's values must be clearly
|
| There is a view held by some that they
| |
| | communicated to all, so that those within
|
| must stand shoulder to shoulder
| |
| | the organization behave with the full
|
| regardless of the situation; that all are
| |
| | knowledge of the likely impact and
|
| members of the 'Thin Blue Line'. This
| |
| | consequences of their actions - good and
|
| mindset can frequently foster other, more
| |
| | bad.In any organization, the impact of
|
| serious problems within a police
| |
| | the leader should never be
|
| organization.One of the first questions
| |
| | underestimated; and there are many eyes
|
| that must be asked is not simply whether
| |
| | that are watching. Actions speak far
|
| or not there is a 'Code of Silence'
| |
| | louder than words. 'Walking the Talk' is
|
| prevalent within the unit or
| |
| | the only possible option.A Foundation for
|
| organization; for the answer to that is
| |
| | Times of ConflictWhether or not a
|
| simple - Yes there is.The breadth and
| |
| | military force (or paramilitary force) is
|
| depth of the 'Code of Silence' are the
| |
| | properly equipped to handle crisis
|
| more important dimensions to define. The
| |
| | situations in an ethical manner is,
|
| answers to these questions are frequently
| |
| | without a doubt, a critical
|
| the bellwethers of problematic beliefs or
| |
| | consideration.For military leaders to
|
| values within the culture of that
| |
| | have confidence in the ethical nature of
|
| organization.The Code of Silence drops
| |
| | their units, it is crucial that the
|
| like a curtain whenever it appears that
| |
| | leader instils and demonstrates
|
| one or more members of the organization
| |
| | day-to-day personal, organizational and
|
| may have crossed that vaporous line
| |
| | operational ethics in a consistent and
|
| between acceptable and unacceptable
| |
| | demonstrable fashion.The methods whereby
|
| behaviour.Time after time, when an
| |
| | individuals are directed, evaluated,
|
| internal affairs department or an outside
| |
| | recognized and rewarded must take into
|
| agency begins to investigate allegations
| |
| | consideration the need for clear goals
|
| of wrongdoing within a particular police
| |
| | and objectives, honest and forthright
|
| organization, memories become vague,
| |
| | evaluations against well-known and
|
| vision becomes blurred and details become
| |
| | measurable standards, supervisory and
|
| illusive.Within the culture, there is an
| |
| | management accountability and frequent
|
| unwritten rule that officers do not
| |
| | but sincere recognition and reward.When
|
| inform on one another. This is, in part
| |
| | sculpting such an organization, the
|
| because of the belief that they must
| |
| | leader must plan each move within the
|
| protect one another and also that only
| |
| | framework of the organizational culture
|
| another cop understands what they go
| |
| | that prevails. Appropriate measures must
|
| through on a daily basis; that many of
| |
| | be in place to anticipate, recognize and
|
| these investigations are the result of
| |
| | properly deal with various challenging
|
| individuals not knowing the harsh
| |
| | aspects of the culture. The leader must
|
| realities of policing; that they must
| |
| | be ready, willing and able to operate in
|
| stick together.Cops dislike dirty cops.
| |
| | a manner that is open to intense
|
| This is a strongly held belief inside and
| |
| | scrutiny. Nothing less can be
|
| outside police organizations. The line
| |
| | contemplated.It is only when the
|
| between somewhat soiled and dirty is very
| |
| | organization possesses an impermeable
|
| difficult to define, however.
| |
| | ethical foundation that the leader can
|
| Unfortunately, some wrongdoings are
| |
| | hope to deliver on the promise of a
|
| condoned, or at least ignored, while
| |
| | highly ethical service during times of
|
| others are not. The two lists vary
| |
| | crisis.Bob Fitches is a consultant to
|
| considerably, depending on who is
| |
| | small and large organizations. He has
|
| composing the lists. The difficulty, of
| |
| | worked in these fields for a number of
|
| course, is the subjectivity and
| |
| | years and offers executives and others
|
| occasional self-interest that sometimes
| |
| | insights and advice on building and
|
| seeps into such assessments.Once the
| |
| | maintaining ethically strong,
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| 'Code of Silence' question has been
| |
| | values-based organizations. As well as
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| investigated, there are other, more
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| | having a successful consultancy, Bob is
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| particular questions that the
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| | also a Life/Personal/Executive Coach and
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| administrator must pose: What
| |
| | a much sought-after public speaker. Bob
|
| behaviours have become acceptable within
| |
| | can be reached by email at
|
| the culture that would not be acceptable
| |
| | rjfitchesinc@bellnet.ca, or toll free at
|
| outside it?
| |
| | 1-888-325-6164.
|
