ORGANIZATIONAL ANALYSIS

THE MYTH OF THE MILITARY MODEL OF LEADERSHIP IN LAW ENFORCEMENT

By: Thomas J. Cowper

Law enforcement is generally understood to be a paramilitary pursuit based on a specific “military model” of leadership and organization. This article analyzes the so-called military model in law enforcement and dispels the notion that police officers and their departments are patterned after the real military. It draws on the author’s personal experience as well as on historical works and military doctrinal publications. It illustrates the problems caused within policing by the false assumptions about military leadership, structure, and doctrine and then outlines the potential benefits to policing of a more correct understanding and application of valid military concepts and methodologies.

EVALUATING THE PARAMILITARY STRUCTURE AND MORALE

By: David Cruickshank, M.S.

Law enforcement agencies constantly struggle with public perception as a result of ever-evolving demands placed upon their profession and by shifting leadership practices that attempt to meet those demands. As policing moves to meet the needs of the 21st century, law enforcement leadership has begun to incorporate business leadership practices and models, but the looming question is whether or not the culture of policing stands ready to accept the paradigm shift. Ultimately, how would these business and paramilitary practices coalesce?

USING MILITARY ORGANIZATIONAL MANAGEMENT TO TRANSFORM LAW ENFORCEMENT OPERATIONS

By:  Lieutenant W. Michael Phibbs, P1 Contributor 

Uniforms and armored vehicles aside, U.S. law enforcement has much it can learn from military-level training and tactics that could transform operations from a leadership, organizational, and officer safety standpoint. This series, "Military methodologies: Organizational and leadership lessons for LE," looks at what lessons law enforcement should take from the military experience.

A MILITARY APPROACH TO TRAINING COULD IMPROVE POLICE SKILLS

By:  Wess Doss PhD, P1 Contributor

In sync with the military philosophy of training is the finely detailed and comprehensive program of leadership and individual development. The military has advanced this process so far it is amazing that more corporations don’t recruit leaders and executives directly from the military.

Upward mobility is equated with more than just increased pay; primarily it’s based on the philosophy of taking responsibility for yourself and for others that is so common in all branches of the military.

Beyond this it’s also a requirement that soldiers, sailors, marines and airmen are expected to move upwardly and at reasonable intervals or face termination. This is unquestionably different from state and local law enforcement where there exists a number of career patrol officers who never tested for sergeant or corporal. While they may have a wealth of experience and knowledge, others will never benefit from that because they don’t have to promote.

Frequently you see law enforcement supervisors competing with subordinates for the credit on accomplished tasks, more concerned with their own well-being then that of their squad or team, many seeing the act of doling out discipline as a means to advance while holding others back.

In the military, a supervisor is not judged based on his or her own accomplishments, but rather from the achievements of those he or she leads. The supervisor’s role is the mission as much as it is the development of his or her people to move up and eventually take his or her place.

MISSOURI STATE HIGHWAY PATROL

By:  Training Division

The Police Leadership the West Point Model (PLWM) leadership development training program is based on a behavioral science approach to leading people, groups, change, and organizations. This three-week course provides the opportunity for law enforcement and public safety personnel to train together in the classroom. The original course material was developed and taught for many years at the U.S. Military Academy at West Point. Through years of research and development, the curriculum was specifically tailored to meet the challenges and needs of the law enforcement community. 

THE SYSTEMS APPROACH: A MODEL FOR ORGANIZATIONAL LEARNING

By:  Lieutenant Karen A. Black, Ocala Police Department, FL.

In order for law enforcement agencies to better prepare for the challenges forth-coming in the next century, we must open our minds, eyes, and hearts and not attempt to resist the obvious need for change.  Traditional law enforcement attitudes deal only with stabilizing immediate problems rather than attempting to analyze each situation as a whole and determine the best course of action so that the problem or any other symptoms that may result from the "quick fix" attitude do not arise again. Alternatively, a systems thinking organization would stabilize the immediate problem and call upon support organizations to aid in the permanent solution to the problem. Systems thinking offers a new philosophy for thinking, acting and doing and can be implemented with any existing community policing program.

EXPECTATION MANAGEMENT

By:  Richard R. Johnson Ph.D.

These studies suggest that, at least among some agencies, patrol officers (and field supervisors) are not receiving clear messages from their supervisors about work priorities and expectations. One survey of a sample of patrol officers tried to tap into what officers want when it comes to communicating expectations. Given a list of a number of ways supervisors could communicate work performance expectations, these patrol officers were asked to select the methods they wished their supervisors would use to communicate performance expectations.