Improving Public Relations between the Police Department and the Citizens

In the wake of numerous public complaints as well as allegations within the last two years that point towards excessive use of force by police officers in the apprehension of suspects within the city, there is need to develop a brief that explores the various measures that could be adopted in seeking to enhance our officers’ relations with the community while at the same time attempting to minimize instances of unnecessary aggression and use of force. In essence, in seeking to effect arrests, officers should utilize force that is not only commensurate with the risk posed, but also objectively reasonable. The relevance of formulating blueprints and implementing strategies meant to address the use of force as well as promote or advance the de-escalation of scenarios that turn violent cannot be overstated. In seeking to comprehensively address the issue raised by members of the public regarding the use of force by police officers during the apprehension of suspects, I will not only develop a use-of-force policy, but also outline accountability procedures and effect systems that could help in the early detection of problematic behaviors.

Use of force does not have a universal definition. This effectively means that over time, many definitions of the term have been presented. Terrill (as cited in MacVean and Neyroud, 2012) defines use of force as “acts that threaten or inflict physical harm on citizens, or which could be measured according to the severity of harm it imposes on a citizen from least to most harmful” (p. 73) Force has also been defined as “the amount of effort required by police to compel compliance by an unwilling suspect” (The International Association of Chiefs of Police – IACP, 2017). In this text, the use of force definition to be adopted is that of The International Association of Chiefs of Police. It is important to note that the U.S. does not have in place a definite standard that governs the use of force by police officers. This effectively means that police departments across the nation do not have national or federal sanctioned guidelines to rely on, and are not required by law to adopt any of the international standards that address use of force such as the best practice guidelines formulated by the International Association of Chiefs of Police. However, it should be noted that in seeking to arbitrage this issue, the Graham v. Connor (1989) case has extensively been cited. According to Hess and Orthmann (2011), the court determined that police have a right to make an investigatory stop or effect an arrest, and in so doing, they also have the right to make use of physical coercion or force to an extent that could be regarded appropriate. The court, as Hess and Orthmann (2011) further observe held that “The calculus of reasonableness must embody allowance for the fact that police officers are often forced to make split-second judgments – in circumstances that are tense, uncertain, and rapidly evolving – about the amount of force that is necessary in a particular situation” (p. 336).

There is, however, a legal recourse in place to ensure that police officers do not go overboard while effecting arrests or pursuing criminals. The use of force, according to Greene (2007), is captured under the Fourth Amendment. Therefore, any excessive act of aggression by a police officer during the arrest of a suspect would be in violation of the Fourth Amendment. It is also important to note that as Greene (2007) observes, civil lawsuits can also be brought against police departments in those instances where persons feel that police went overboard during the apprehension of a suspect.

Due to the lack of uniform guidelines relating to the use of force, there are a variety of policies that have been implemented by police departments in the past on the issue. Some of the agencies that have in place well defined and comprehensive policies on this front include, but they are not limited to the Chicago Police Department. The Chicago Police Department use of force policy will be used as a reference point in the development of my department’s policy. With such policies in place, law enforcement agencies not only have the mandate to limit the use of excessive force, but also have a clear framework to refer to in the execution of their duties. It is important to note that to some extent, the Violent Crime Control and Law Enforcement Act (1994) has also prompted a number agencies to implement action plans aimed at ending the use of excessive force against citizens. In essence, this particular act permits the AG to institute legal proceedings against local as well as state governments found to be in constant and perennial violation of appropriate policing standards in a manner that could be considered to be contemptuous to the U.S. Constitution or any other applicable law. Failure to address the numerous public complaints that have been leveled against the police department of this particular city could lead to the establishment of consent decrees against our police department by the Department of Justice. In an attempt to improve the relations between the police department and the citizens of this great city, I will be seeking to initiate far-reaching changes in a variety of areas including, but not limited to training and oversight. Various strategies will be adopted in an attempt to motivate officers towards acceptable behaviors and further enhance their understanding of the problem.

Question 1
What leadership style(s) would you use in your new position to accomplish these special assignments?
The leadership style I will be adopting on this front is transformational leadership. In basic terms, leadership has got to do with influencing individuals or groups of individuals to accomplish set objectives (Northhouse, 2012). According to the author, the definition of leadership that regards leadership as a process does not favor the view of leadership through the character or trait lens. Rather, in the author’s words, leadership is seen as a “transactional event that occurs between the leader and the followers. It is this same view of leadership that will be adopted in this endeavor” (Northhouse, 2012, p. 5)

In the words of Gaines and Worrall (2011), “transformational leadership can be an effective method to transform a stagnant police agency into a more effective department (p. 174)” As the authors further point out, this approach to leadership comes in handy when there is need for the implementation of new programs. In this case, there is a clear need to improve public relations between my officers and members of the public especially given that several complaints have been made to the effect that officers in this department may not be conducting themselves in a manner that could be seen as being professional. There is a clear need to not only transform the behavior of my officers but also implement measures to change the attitudes of members of the public towards officers. Some of the qualities that I possess and that could come in handy in this endeavor include but they are not limited to charisma and vision. Gaines and Worrall (2011) define vision as the ability to have a clear mental image of the ‘destination’ and what needs to be done to reach the said destination, and the ability to communicate this to others to win their enthusiasm. The ‘destination’ in this case has got to do with the improvement of relations between police officers and members of the public whereby each will view the other as a partner in the war against crime and other social vices. Charisma on the other hand could be defined as the “ability to interact with subordinates and inspire them toward organizational objectives” (Gaines and Worrall, 2011, p. 174). In addition to being a good communicator, I am also an avid listener. This enables me to not only put my message through in an effective way but also take into consideration the views of others. I have in the past learnt that incorporating other people’s views often makes them feel appreciated and such a move is likely to motivate them towards the betterment of their abilities. To see the agenda through, I will need the support of all the stakeholders – from my officers to members of the community to the city leadership as well as the state and federal government. I believe my charisma will come in handy on this front.

It is important to note that to succeed in this endeavor; I will need the unequivocal cooperation of my officers. In the words of Shelton (2012), “transformational leaders do not feel that they have to do it personally in order to get it done right; they are eager to share responsibility as a teaching opportunity for their followers benefit and growth” (5). I intend to ensure that the change in attitudes of my officers when dealing with citizens is voluntary and not forced. It is for this reason that I will be adopting various motivational theories in an attempt to improve my officer’s attitudes towards members of the public so as to further enhance the public relations between the police department and citizens. Yet another key characteristics of transformational leadership, as Shelton (2012) observes is to “see followers not for what they are but for what they can become” (5). The complaints lodged against my officers is a clear indication of a deep seated problem in the department. However, this is a problem that could be solved if the correct mechanisms towards the said resolution are put in place. As a transformational leader, I need to see past the challenge and recognize that indeed, my officers can adopt new behaviors.

Question 2
As a leader, how would you work with the employees to help facilitate their understanding of the problem? Use theories of motivation, human relations and leadership to answer this question.

The most effective approach towards gaining the cooperation of my officers would be by ensuring that they are the drivers of the change process. Fortenbery (2015) observes that in most cases, motivation is seen as a managerial responsibility. The truth however, according to the author, is that to a certain extent, motivation also ought to emanate from an individual.
In that regard, therefore, the need to motivate my officers towards adopting acceptable standards of conduct in their apprehension of suspects cannot be overstated. Robbins and Judge (2011) define employee motivation as “the processes that account for an individual’s intensity, direction and persistence of effort towards attaining a goal” (p. 172). In this endeavor, motivation, for all intents and purposes, will refer to deliberate efforts to stimulate not only the enthusiasm of officers, but also their commitment towards the attainment of the stated goal of improving public relations between the police department and the citizens.

To begin with, motivating police officers, as Fortenbery (2015) points out, could prove to be a rather challenging task due to the difficult nature of their job. However, I am convinced that once employees feel appreciated and satisfied that their concerns are taken into consideration, they are likely to enhance their performance. The perception that their needs are being ignored could have the opposite effect. On this front, therefore, I appreciate the fact that addressing the concerns of my officers would be an indispensible aspect of the process of motivating them. The relevance of getting their feedback on this issue cannot be overstated. It is important to note that in some instances, employees fail to present their insight into contentious issues because of the fear of being reprimanded or victimized (Levine and Harris 2004). Further, some feel that their concerns may not be taken seriously or will be ignored altogether. Here, I will implement two feedback collection methods i.e. team meetings and a suggestion box.

During our weekly team meetings, employees will be encouraged to air their views on the concerns raised by the members of the public on the use of force in the apprehension of suspects. Actual complaints will be shared to eliminate the possibility of denial as has been the case in the recent past. This could go a long way towards ensuring that officers own up to the problem through an actual review of reported instances of excessive force application. Once the problem has been identified, then a solution can be sought and the input of the very same officers sought. In essence, this will not only lead to change in behaviors but also boost compliance levels. A suggestion box will come in handy for those who, for one reason or another, cannot share their contribution in an open forum.

Poor public relations between my officers and members of the public could be as a result of deep-seated issues such as dissatisfaction with work, lack of commitment to the job, etc. Addressing these issues head-on through a review of job design could be of great relevance. It is important to note that contrary to popular opinion, pay is not the most important, or the only important factor, when it comes to employee motivation. On this front, job rotation and job enrichment will be embraced. In essence, job rotation has got to do with moving individuals from one task to another at predetermined intervals (Kleiman, 2012). One key benefit of job rotation is that it enhances flexibility (Institute of Leadership and Management, 2013). According to Tompkins (2005), it also kills monotony via the elimination of repetitive tasks, and hence relieves the concerned individual of boredom and irritability that could come about as a result of loss of interest. In this case, officers will, from time to time, be assigned temporary and specialized assignments on a rotational basis. Even in so doing, special consideration will be given to the special skills, performance levels, as well as experience of the officers – effectively meaning that not all tasks will be open for rotation. All the patrol and emergency response roles will be rotational. Several studies have in the past been conducted in an attempt to determine the impact job rotation has on employee motivation. One such study found that job rotation does reduce the stress levels of employees (Yeatts and Hyten, 1998). A police officer who has been on the motor patrol unit for a significant amount of time is likely to be wearily due to the lack of variation. Such weariness brings about irritability and overboard responses to various scenarios. Job rotation will also come in handy as we seek to equip all our officers with the relevant skills to enhance their communication and interpersonal relations skills.

Job enrichment, on the other hand, has got to do with redesigning tasks in a way that permits employees to have enhanced control over tasks on the basis of reinforced performance standards. When the work is restructured in terms of motivators, that can be said to be job enrichment (Cordner, 2016). In the words of Johnson (2015), “employees are more likely to strike out against their supervisors when they sense that they have little influence over the workload and the work pace” (p. 104). The author identifies this as a contextual cause of aggression. In seeking to utilize job enrichment to redirect officer’s attitudes towards the betterment of public relations between themselves and citizens, I will be guided by Herzberg’s 5-step job enrichment process. These, according to Herzberg (as cited in Cordner, 2016), include the reduction of controls and the enhancement of accountability, allocation of definitive tasks to workers, provision of adequate authority to workers as far as task accomplishment is concerned, provision of direct and regular updates to workers on production levels and accomplishments, escalation of the difficulty level of tasks, and allocation of specialized tasks to employees so as to enhance their expertise. For my officers, I could implement job enrichment by permitting arresting officers to take over investigative functions. In the final analysis, I am of the opinion that the relevance of rearranging job content to help in the simplification of duties and alignment of each officer’s unique circumstances with specific tasks cannot be overstated. Job enrichment, in essence, also “provides the opportunity for the employee’s psychological growth” (Herzberg, 1987, p. 10). In my case, job enrichment will viewed as a continuous management function. This is more so the case given that as Hertzberg (1987) points out, job enrichment ought not to seen as a one-time undertaking – especially given that “the initial changes should last for a very long period of time” (p. 13).

Question 3
Develop a Policy that Addresses Use of Force by Police Officers
The policy will in this case be concise and clear. Measures will also be taken to ensure it is accessible to members of the public. In essence, the policy is explicit that the police department is not an occupying force in this city. It is important to note that while we appreciate the fact that terrorism and violent crimes are real concerns in this city, the police force will not at any given time make use of or utilize military approaches or maneuvers in the handling of citizens and diffusion of normal/every-day scenarios. The overarching standard to be used when effecting arrests or in pursuit of suspected offenders will remain:
Utilization of force that is either commensurate with the risk posed or objectively reasonable.

The methodology adopted herein is inclusive of not only the approaches that have been proven over time but also practices that are largely contemplative and innovative.
· Establishment of Comprehensive Standards and Values:
To be included in this case is a clear statement that disavows the use of excessive force and outlines instances in which the use of force may be permitted. The use of force will be in accordance with the standards developed or outlined by this department and as per the legal standards and frameworks already in place. Below, I highlight some of the standards and principles that will guide officers seeking to effect arrests or apprehend suspected offenders:

a) Before applying force, officers will be required or encouraged to make verbal pronouncements warning suspects of their presence and the need to cooperate
b) The escalation or de-escalation of force will be as per the use of force model. Developed by Dr. Franklin Graves, the ‘Use of Force Model’ matches subject action categories to officer response categories, in which case the escalation of force is largely dependent on the nature of resistance encountered (Siegel and Worrall, 2016). The reverse is true.
c) Whenever possible, officers will be encouraged to give suspects reasonable time to process orders and/or requests and submit to the said orders/requests.
d) Except in those instances where the utilization of lethal force is permissible, this policy will not permit the striking of an individual’s vital organs with an object that could cause serious injury. Further, this policy will not permit neck holds except in instances where lethal force is permissible.
e) Officers will not make use of heavy weaponry in seeking to maintain order on a day-to-day basis. Situations that will not call for the utilization of heavy weaponry include, but they are not limited to, monitoring and directing of peaceful protests, dissuasion of petty crime, and resolution of familial disputes. Except where absolutely necessary and justifiable, reactions to situations will not be unnecessarily charged and extreme caution will be exercised in the deployment and utilization of firearms.
f) Force must not be used against restrained individuals except in instances where it is absolutely necessary to use lethal force against the restrained individual i.e. when the life of an officer or any other person is at risk.

· Implementation of Accountability Systems:
There is need to not only ensure that the provisions of this policy are followed, but to also ensure that those who violate the same are identified and appropriate disciplinary measures instituted. Two approaches will be used in this endeavor.
a) Implement Oversight Tools such as Technology: There will be structured attempts to mobilize resources from federal, state, as well as the relevant local and private entities for items such as body-worn cameras so as to oversee and monitor the activities of our officers. It is important to note that at the moment, the department, like is the case across other States, has police cars equipped with a dashboard cam. In most cases, however, dashboard cams fail to capture intimate interactions between our officers and any third party that they are seeking to arrests or question. Body cams will come in handy in the surveillance of the said interaction between officers and community residents so as to not only enhance accountability but also help in the investigation of deviations. Violations can be investigated and corrective action instituted in the form of enhanced training or disciplinary action.
b) Constitution of an Investigative Team. There is need to ensure that all complains against our officers are handled in a non-biased and professional manner. Members of the team could comprise of officers in a supervisory rank. The team will report directly to me. To enhance the abilities of the team to conduct internal investigations, members will attend training on how to conduct administrative investigations. The outcome of each investigation will be referred appropriately.
· Address the Implicit Code of Silence
My officers are of the opinion that the manner in which they have been executing their duties is largely appropriate. In that regard, therefore, they recommend that we turn a blind eye to public complaints regarding the use of force. It is important to note that it may even be harder to address the issue in instances where internal investigations are launched as a result of a complaint. Heiss and Orthmann (2011) point out that “identifying and dealing with ‘bad apples’ in a police department is often a difficult mandate for management” (p. 273). In addition to being likely to turn a blind eye to colleagues’ behaviors that do not necessarily match the standards of acceptable conduct, police officers are unlikely to ‘betray’ their peers in the course of investigations. In essence, it is this same practice that could nourish unacceptable conduct amongst my officers. The success of the motivation approaches embraced would not only inspire but also prompt officers to intervene whenever they see their colleagues going overboard. Further, the policy will be explicit to the extent that officers are expected to report all behaviors that deviate from the guidelines of the policy.

Question 4
Develop a Strategic Plan to Improve Police Community Relations. This Plan Should be Congruent with the Mission of the Department. You Should also Develop a Vision and Mission Statement for the Department Prior to Developing a Strategic Plan
Mission: To partner with the community in the promotion of peace and safety within the city, through the maintenance of a secure and safe environment
Vision: To be a model police department in the adherence to the highest standards of professionalism
a) Better Training of Police Officers
Training programs will in this case cover a variety of topics relating to policing fairness, procedural justice, and how to identify and address implicit bias. Training will also focus on de-escalation with strategies on the minimization or avoidance of excessive force which could result in death or injury covered comprehensively. It is important to note that in some instances, officers could suffer implicit bias and stereotypes which if left unaddressed could be fatal in the field. In that regard, therefore, training could also address the unique circumstances of vulnerable populations. These include but they are not limited to, individuals whose proficiency of English is limited and hence may not respond to requests or commands as expected, intoxicated people or those high on drugs, individuals with cognitive or emotional disabilities, etc. Research has clearly demonstrated that the prevalent use of force against some demographic groups is not often a consequence of overt disdain for the demographic group by the concerned police officer(s) (Levine and Harris 2004). Instead, as the authors point out, some studies have suggested that the decisions that result in the use of force not commensurate with the threat posed are often times as a result of unconscious bias. Mechanisms that could come in handy on this front include IAT (Implicit Association Tests) whose design aids in the assessment of stereotypical associations.
b) Implement periodic reviews
To help in the review of past conduct of officers, track improvements, and identify areas that need further intervention, there would be need to keep detailed records on several key factors including;
· Instances of utilization of force and injuries sustained
Here, it will be important and beneficial to break down the said instances by gender, age, as well as ethnicity and race.
· A list of officers whose conduct with regard to use of force has been reported or witnessed.
This would be of great relevance in not only the investigation of reported issues and facilitation of disciplinary measures, but also in the identification of deep-seated emotional or stereotypical issues that ought to be addressed amongst officers.
c) Effect systems that could help in the early detection of problematic behaviors
In essence such systems could help predict likely use of excessive force i.e. family issues, racial bias, etc. It is important to acknowledge the fact that police officers are human beings too. They are not exempt from the same challenges that individuals in other professions undergo. According to Blanchard and Thacker (2008), non-work related stress is often exported to the place of work, and has been identified as one of the impediments to optimal performance at the workplace. In that regard, therefore, stress factors at home or elsewhere could have a negative impact on the ability of officers to perform optimally and hence make their behaviors erratic. This coupled with on-the-job stress factors could be a sure recipe for disasters and could trigger odd behaviors when officers come into contact with members of the public in moderately charged situations. One manifestation of erratic behavior is the use of force even in instances where lethal force is clearly not required (Hagan, 2010). Towards this end, the department will from time to time engage the services of professional counselors and personal coaches to engage officers. This is an approach that has proven to be very effective in the hedge fund world where due to the emotional pressures traders are exposed to, some hedge fund firms hire full time counselors to work with employees so as to help mitigate the effects of losing trades, etc (Greene, 2007). Some officers could be having deep seated anger management issues. This would call for anger management interventions. Typically, these interventions, according to Patten (2016) “include relaxation exercises for stress and anxiety reduction” (p. 138).
d) Enhancement of Contact between the Community and Police Officers
I will also ensure that there is deliberate and structured contact between my officers and community groups. This I could accomplish by initiating community policing whereby various approaches are implemented with an aim of forging closer working relations between members of the public and police officers so as to prevent the occurrence of crime and aid in the apprehension of suspects. In this case, we would seek to actively involve members of the public in not only the design but also the administration/execution and appraisal of law enforcement projects and schemes. This move to make citizens ‘own’ law enforcement programs has the effect of bettering the attitudes citizens have towards the police department. This is an approach towards the improvement of community-police relations that reaches out to the other side of the divide in seeking to find a lasting solution to the issue of better relations between officers and citizens. Other approaches that could be used to enhance the success of this approach, and hence better the attitudes citizens have towards officers, include civilian education on basic tenets of crime prevention, suggestion of a community-driven neighborhood watch initiative, etc.
e) Diversity enhancement
To improve police community relations, there is need to ensure that the community we serve is reflected in the police department personnel. For this reason I will initiate and appropriately refer policies, recommendations and practices that promote the hiring of officers who are not only culturally sensitive, but also representative of the community. Guidelines that address diversity hiring and retention could be developed in conjunction with the force’s leadership and other relevant stakeholders.

Question 5
You Want to Understand Job-Related Stress from the Vantage Point of a First Line Police Officer and to Use that Understanding to Develop a Theory of Police Officer Stress
In seeking to understand job-related stress from the point of view of a first line police officer, it would be prudent to formulate a hypothesis. Stress is in this case taken to be a consequence of both work-related issues and outside-of-work factors. In the society in which we live, stress is commonplace. In essence, it manifests itself in various ways and as a result of factors unique to an individual. Contrary to popular belief, police officers also encounter stressful situations that are totally non-work related. They have families too, and those families experience challenges like normal families do. Further, like any other person, police officers also encounter financial challenges from time to time. The perception that they have it easy than the average member of the public is entirely inaccurate. Couple this with the unique on-the job stress factors that all police officers encounter and it is not hard to see why police officers may be exposed to high stress triggers than a normal citizen.
The job-related stress police officers encounter emanate from a wide variety of sources. One of the more common sources is the constant and imminent threat to the health, wellbeing, and even life of the officer (Hagan, 2010). One of the key roles of a police officer is crime prevention. In seeking to prevent crime and apprehend culprits, police officers risk being injured or killed. When this constant risk is internalized, it could be a major source of stress. This is more so the case for those working in dangerous and high-crime rate neighborhoods. Police officers also routinely encounter persons suffering immense pain as well as distress. This is more so the case given that from time to time, police officers come into close contact with either the victims of crime or the perpetrators of the same. This is something that is more likely than not to affect their emotional states. In essence, there is stress that comes with the immense responsibility of keeping entire communities safe. As a matter of fact, Fortenbery (2015) observes that “the difficult nature of fighting crime can cause officers to become cynical towards the population as a whole and develop an ‘us-versus-them’ view.”
Reducing police officer stress would call for a comprehensive understanding of the sources of stress and implementation of mechanisms to reduce the said stress. It should, however, be noted that the nature of police work means that stress factors and triggers cannot be eliminated entirely. In that regard, there are various stress coping strategies that have been suggested over time. Two strategies that could come in handy, according to Greene (2007) are the adaptive and maladaptive approaches. While “adaptive coping strategies are problem-solving approaches that help law enforcement professionals deal directly with the stressful situation by seeking and implementing solutions,” … maladaptive strategies are in essence “emotion-focused coping strategies” (p. 1214). Both of these could be promoted at the city police department I head so as to ensure that at all times, officers have the presence of mind and sobriety to effectively execute their mandate and further enhance their relations with members of the public.
Personal Analysis
The relevance of improving public relations between police officers and members of the public cannot be overstated. In essence, better relationship between the community and the police is mutually beneficial. While citizens benefit from the protection and service they get from police officers, officers on the other hand need the support of the community to be more effective in combating crime i.e. via volunteered information about criminal elements, etc.
When this relationship becomes sour as a result of a variety of factors, and communication breaks down, there is likely to be mistrust and from this, tensions could build. This is more or less the case with the police department under consideration in this text. In essence, the poor relations could effectively undermine not only the safety of the city but also the ability of the police department to be effective in combating crime.
Improving public relations between citizens and the police department would require a leader skilled in the art of motivating and overseeing change. The police chief is in this case essentially the agent of change. It is for this reason that a transformational approach to leadership has been selected. Transformational leadership, in basic terms, has got to do with motivating or inspiring individuals towards the accomplishment of results that are largely remarkable. The problem at hand calls for change in behaviors. Such change should ideally be lasting. The leader to oversee such change should be inspirational. It should be noted that for the transformation leader to see the change process through, he ought to have a clear road map on what needs to be done and how it needs to be done. Two documents would come in handy in this endeavor – i.e. a policy document and a strategic plan. The content of both documents has been highlighted in the text.





















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