View Older Articles
Objectively labeling a collision as preventable can sting, but it can also nurture good judgement
By David Kinaan | Oct 31, 2017
Caliber Press article
The term “preventable” can be a hard word to stomach—especially when you were just involved in a traffic collision that may have been your fault. It might imply that you should have known better and you did something wrong or failed to take an action that would have avoided the collision. Not an easy thing to accept when you’re a cop.
Estimating the Cost of a Problem Officer
Richard R. Johnson, Ph.D.
Dolan Consulting Group- Research Brief
Law enforcement is a high-liability profession. Lawsuits against law enforcement officers and agencies absorb an inordinate amount of personnel time and agency resources. Officers and supervisors have to be interviewed or deposed, attorney fees have to be paid, documents have to be gathered and copied, meetings are held with city officials, and insurance companies must be consulted. It all results in one expensive, time-consuming mess.
The Patrol Officer's Perspective on Rewards and Punishments
The Patrol Officer’s Perspective on Rewards and Punishments
Dolan Consulting Group - Research Brief Richard R. Johnson, Ph.D.
Decades of extensive research in psychology has revealed that people respond to rewards and punishments in the workplace.1Law enforcement officers are no exception. We are generally motivated to engage in, or refrain from, specific behaviors because of the rewards and punishments associated with those behaviors.
Private industry often links pay and other rewards to specific employee performance goals. High performance often results in pay raises, swift promotions and bonuses. Failing to live up to the performance standards in the private sector often means that a potential year-end pay bonus is denied or that an under-performing employee will be included in the company’s next round of reduction-in-force layoffs.
In the public sector, however, we usually do not think of using employee rewards. This is, at least in part, due to the nature of civil service rules that make using formal rewards difficult. Public sector employers generally cannot offer pay bonuses or an unscheduled promotion to reward excellent work.
How Trump Can Help the Cops
from the magazine - City Journal
How Trump Can Help the Cops
The administration must change the Obama narrative that policing is the problem.
Heather Mac Donald Spring 2017
Donald Trump vigorously defended law enforcement during his presidential campaign. He pledged to restore order to the nation’s cities—where violent crime is surging—and to reinvigorate the rule of law. His appointment of conservative Republican senator Jeff Sessions as attorney general was a strong signal that Trump’s words were more than campaign rhetoric. Now that the Trump administration and the Sessions-led Justice Department are up and running, where should they focus their efforts?
Verbal Contact and Cover Protecting Your Colleagues and Your Profession
Verbal Contact and Cover Protecting Your Colleagues and Your Profession
Chief Harry P. Dolan (Ret.)
Far too often today, I believe, police officers are being ‘rope-a-doped’ by manipulative people out on the street. Taken from the tactic famously employed by boxing legend Muhammad Ali, the ‘rope-a-dope’ is when a challenging or manipulative person says things that are intentionally crafted to get under your skin, make you angry, and get you to act unprofessionally. YouTube© is filled with videos of officers who have fallen prey to the rope-a-dope by a citizen who has taunted the officer into acting like a “dope”. Individuals and organized groups with anti-police agendas are actively trying to entice officers to act inappropriately so that they can catch the officer’s reaction on video and become the next viral video sensation.
Why Priority Management Trumps Time Management
“Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of
how we lead our lives. Priority management is the answer to maximizing the time we have.”
– John C Maxwell
, best-selling author, speaker, & consultant on Leadership.
If you’re a knowledge worker, you’re probably undervaluing your time. If you waste a lot of time doing administrative things, creating your own systems and hacking excel, Google docs, and the like, you’re probably not making the most of your time. There’s also likely rudimentary tasks that you should be outsourcing to save you time, whether it be asking someone else to help you, hiring a Task Rabbit
, or using a 3rd party tool or service.
Do You Have Someone Else's Monkey on Your Back?
Management Time: Who’s Got the Monkey?
Editor’s Note: This article was originally published in the November–December 1974 issue of HBR and has been one of the publication’s two best-selling reprints ever.
For its reissue as a Classic, the Harvard Business Review asked Stephen R. Covey to provide a commentary.
Why is it that managers are typically running out of time while their subordinates are typically running out of work? Here we shall explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.
Specifically, we shall deal with three kinds of management time:
IACP Guide-Protecting Civil Rights: A Leadership Guide for State, Local, and Tribal Law Enforcement
A resource and information page from the International Association Chief's of Police website. This information will be useful if your are developing your Organizational Accountability:Managing Use of Force policy.Protecting Civil Rights: A Leadership Guide for State, Local, and Tribal Law EnforcementProtecting Civil Rights:A Leadership Guide for State, Local, and Tribal Law EnforcementPrepared by the International Association of Chiefs of PoliceSeptember 2006Download PublicationPart 1: Executive Summary, Acknowledgements, Table of Contents, Chapters 1 to 2 Part 2: Chapters 2 to 5 Part 3: Chapters 6 to 8, Appendices Order Printed Copy from COPs: Publication Request Form (PDF Fax Form)The effectiveness of the police depends on the trust and confidence of the community. If civil rights of individuals or groups within a community are compromised, public trust and confidence in the police are diminished. Without trust, police become less legitimate in the eyes of the public. Compromised relations with the community result in strained relations and in less effective law enforcement. With funding from and collaboration with the Office of Community Oriented Policing Services (COPS), a component of the US Department of Justice, IACP produced this guide as a comprehensive overview of the civil rights issues and challenges that face today's law enforcement leaders. The guide describes the processes by which agencies with alleged "pattern or practice" civil rights violations are investig
Article- Inconsistent Employee Discipline
Richard R. Johnson, Ph.D.November, 2016Have you ever tried to suspend or terminate an employee for a serious act of misconduct, only to have this discipline reversed by a judge or grievance arbitrator? If so, you are not alone. Current research reveals that 5 out of 10 public employees are successful in having their discipline overturned when challenging their employers at arbitration or in court.To address this issue, the Dolan Consulting Group recently conducted an analysis of more than 500 cases of public employee suspensions and terminations that went on to review by some form of outside arbitrator. These cases came from police departments, fire departments, sheriff departments, transportation departments, public works departments, county highways departments, airports, prisons, and parks & recreation departments. In approximately 50% of the cases, the outside arbitrator reversed or reduced the employer's discipline, reinstating the employee back to work. In our analysis, we examined the justifications these arbitrators gave for their decisions, finding that arbitrators often gave multiple reasons for overturning an employer's discipline. The most common reason the arbitrators cited for overturning a public employee's suspension or termination was inconsistent discipline.Inconsistent Discipline Inconsistent discipline occurs when two employees, who have similar past work records, commit similar acts of employee misconduct but receive significantly different sentences.
IACP 2006 article- Unconstitutional Policing: The Ethical Challenges in Dealing with Noble Cause Corruption
Police Chief Magazine | Unconstitutional Policing: The Ethical Challenges in Dealing with Noble Cause CorruptionBy Thomas J. Martinelli, J.D., Adjunct Professor, Wayne State University, Detroit, MichiganWhen uncovered as a pattern or practice, the police crimes defined as noble cause corruption can result in constitutional rights litigation that can financially cripple agencies. In promoting police integrity, the U.S. Department of Justice repeatedly emphasizes the duty of law enforcement agents to respect the value and dignity of every person, including criminal citizens.1 The Department of Justice has recently emphasized this message, and has entered into consent decrees with cities stemming from allegations of patterns of police abuse of authority.Rogue officers are tempted to engage in noble cause corruption in situations where they perceive no administrative accountability and decide to push the constitutional envelope, even though police must know and respect the constitutional laws upon which their very authority is derived. Departmental leaders must address noble cause corruption by defining what it is, what fosters it, and how to eliminate it.What Is Noble Cause Corruption?Noble cause corruption in policing is defined as "corruption committed in the name of good ends, corruption that happens when police officers care too much about their work. It is corruption committed in order to get the bad guys off the streetsthe corruption of police power, when officers do bad t
Overtime Pay Entitlement for Public Safety Employees Under the Fair Labor Standards Act (FLSA)Part 2
Cite as: 2016 (10) AELE Mo. L. J. 201 Employment Law Section October 2016Overtime Pay Entitlement for Public Safety Employees Under the Fair Labor Standards Act (FLSA)Part 1 (Last Month) Introduction Overtime in General Administrative and Executive Exemptions Part 2 (This Month) 7K Exemption Small Departments and Agencies Eleventh Amendment Immunity Part 3 (Next Month) Donning and Doffing Uniforms & Equipment Canine Officers Resources and ReferencesThis is a three-part article. To read part 1, click here.7K Exemption The Fair Labor Standards Act (FLSA) provides a partial overtime exemption for fire protection and law enforcement personnel employed by public agencies on a "work period" basis. 29 U.S.C. 207(k). Section 7(k) states that "[n]o public agency shall be deemed to have violated subsection (a) of this section [requiring the payment of overtime compensation] with respect to the employment of any employee in fire protection activities or any employee in law enforcement activities (including security personnel in correctional institutions)" if an employee receives overtime compensation in accordance with the tours of duty described in section 7(k). Overtime guidelines for law enforcement personnel include maximum hours standards (before overtime compensation is required) for work periods between 7 and 28 consecutive days.202This does not mean no overtime. It merely alters the time period over which overtime is calculated. The employer is responsible for s
Research - The State of Policy in Law Enforcement 2016
PowerDMS and the Police Foundation surveyed over 100 law enforcement leaders from across the US. We asked how often they update policies, how to best ensure officers see those policies, and how they train on suspect and community interaction. The results - your agency's benchmark for policy and training excellence - are presented in this critical report.This study will help youbetter understand the role policies and training play in protecting officers and agencies' reputations from harm. We hope this resource helps you benchmark your agency against current law enforcement trends in the U.S. What you'll learn from this report: The practical methods agencies use to ensure policy effectiveness The top 10 training focuses in law enforcement today Forward-thinking ways agencies are ensuring training effectiveness (including virtual reality)
Overtime Pay Entitlement for Public Safety Employees Under the Fair Labor Standards Act (FLSA) Part 1
Overtime Pay Entitlement for Public Safety Employees Under the Fair Labor Standards Act (FLSA)Part 1 Introduction Overtime in General Administrative and Executive Exemptions Part 2 (Next Month) 7K Exemption Small Departments and Agencies Eleventh Amendment Immunity Part 3 (November) Donning and Doffing Uniforms & Equipment Canine OfficersResources and ReferencesIntroduction Non-exempt employees who work more than 40 hours in a workweek are generally entitled under the Fair Labor Standards Act (FLSA), 29 U.S.C. 201-219, to overtime pay at a rate of one and a half times their regular hourly rate for all excess hours worked. Public safety employees, including law enforcement, fire, and correctional employees, often are required to work longer hours based on the nature of their work and the emergency circumstances that they regularly encounter.This three-part article examines how the law applies to public safety employees, focusing on exceptions to entitlement to overtime pay under the statute. It does not discuss issues arising under state overtime laws.This month's article discusses overtime in general and the administrative and executive exemption to the FLSA.Next month's article discusses the 7K exemption as well as how the law addresses special considerations for small departments and agencies, and Eleventh Amendment immunity for claims involving state202 employees.The third article discusses overtime claims involving donning and doffing, and special issues ari
Interactive Web Based-Review of the San Bernardino Terrorist Attacks
New Report:Bringing Calm To Chaos: A Police Foundation review of the San Bernardino terrorist attacks Yesterday (9-9-16), the Police Foundation and the Department of Justice's Office of Community Oriented Policing Services (COPS Office) released a critical incident review of thepublic safety response to the December 2015 terrorist attackin San Bernardino, California.This e-mail provides you with access to the report and an online, interactive version of the report.The report, the latest to be added to the Police Foundation's Critical Incident Review Series and Library,provides aview of the response from the perspective of the first responders and identifies lessons learned before, during, and after the terrorist attack.The lessons learned identifiedcenter on leadership; command and control; planning and response; investigations; community engagement, relationships, and public information; and responder and victim welfare and mental health.San Bernardino area public safety organizations responded to the December 2 terrorist attacks with the utmost bravery and professionalism. Their actions that day saved lives. Many of the decisions made by organizational leaders and steps taken by responders to prepare for, respond to, and recover from the incident can set an example for other organizations as they plan to protect their communities against a similar type of attack.We are thankful to the San Bernardino area public safety leaders, responders, and professionals;federal, state, a
Article- Don't Get "Rope-A-Doped"!
Chief Harry P. Dolan (Ret.)July, 2016Boxing champion Muhammad Ali recently passed away and as I was growing up I admired him as a boxer. Besides being a talented athlete, Ali was a master at using psychology against his opponents. One of his most successful psychological tricks was what he called the "rope-a-dope." The rope-a-dope technique was primarily focused on getting his opponent to "lose his cool."Ali would allow his opponent to get in close and pummel him for a while. Ali would use his arms to protect his face and torso, and lean back against the ropes, using the elasticity in the ropes to help absorb the impacts of his opponent's blows. While his opponent would swing at him, Ali would verbally taunt his opponent as he ducked, weaved, and absorbed some blows. The verbal taunts and insults would enrage his opponent-who would swing harder and faster, over and over again. Before long his opponent would become exhausted from the exertion of all of the swings, and would no longer be thinking clearly because of his anger over the verbal insults. It was at this point that Ali would strike, coming off the ropes full of energy and with a clear mind to fight his opponent. This strategy won him many fights. He called it the rope-a-dope because he was able to rope in his opponent and get him to act like a dope. Ali's goal, as he would later describe, was not to put fear in his opponent but to film them with anger.Far too often today, I believe, police officers are being rope-a-do
Article-Getting Rid of Bad Apples: Winning at Arbitration
Richard R. Johnson, Ph.D.August, 2016Research has repeatedly revealed that a very few individuals commit the vast majority of the serious misconduct experienced within public agencies-from law enforcement to the fire service to public schools. For example, one study in Chicago found that only 4.5% of elementary school teachers and administrators were responsible for the falsification of the standardized test scores of more than 19,000 students. Studies of sexual misconduct by grade school teachers and public university professors have estimated that between 4% and 7% of educators account for all cases of sexual misconduct against students.A study examined citizen complaints across 165 law enforcement agencies in the state of Washington, finding that less than 5% of the officers on those agencies were responsible for 100% of the sustained citizen complaints. Another study examined 15-years of citizen complaint and internal misconduct data within one urban police department in the state of New York. It found that about 6 percent of the officers employed by the department over those 15 years accounted for almost all of the internal and external allegations of misconduct.Finally, a third study of "bad apples" in the context of law enforcement examined more than 5,500 citizen complaints against officers on eight police departments from mid-sized cities. It found that 79 percent of the officers on these departments received no sustained complaints at all during the study period, an
View More Past Articles: