CMRJ 308 response to Louis week 3 initial post .
Project instructions:
A minimum of one peer reviewed reference needs to be used in the development of your answer. You also need to provide two (2) feedback posts to your peers. Each
feedback post needs to be 300 words or more, and should include information that helps to enhance the discussion on the topic. Do not include statements such as great
work, or excellent post. Try to include info that is challenging and respectful and that will stimulate debate. Also, be mindful of including references and citations
whenever citing facts to support your position. APA 6th edition citations and references must be used always.
CMRJ 308 Louis response to week 3 post
Forum Question/s week 3
1- What role does the police/corrections subculture play in fueling law enforcement misconduct? Defend your position.
2- Identify at least three things that criminal justice leaders can do to reduce the amount of ethical violations in their organization.
1-Police subculture enables a wide variety of police activities on and off the job. It links together the experiences of officers in order to make sense of those
experiences, provide justification to continue police work, and help an officer balance the inconsistencies of the organizations and the job. Some refer to police
culture as the thin blue line, but in essence, it is a shared lifestyle that also provides a support group for its members, which the police organization has little,
if any control.
One result of a subculture, whether it’s a subculture of children, cops, or community members, is that peer pressure plays a significant role in influencing the
performance of its participants. Also, it is not a far reach to describe peer pressure as part of any cultural perspective because groups, depending on many variables,
take on expectations and rules of their own; Members of the police culture (similar to most subcultures) encourage and justify attitudes and performance.
The police subculture also helps officers rationalize and justify their attitudes and behavior, on the job and at home, even when those attitudes and activities are
corrupt and unlawful. At its extreme, a police subculture can widen the “us” (officers), and “them” (management and even citizen) gap. It could be speculated that if a
police organization enhanced its professional standing and controlled its inconsistencies by reducing or controlling its bureaucratic foundations, that the influence
of the police subculture would be doomed or at least weakened.
I can personally attest to the “us” against “them” mentality as far as upper management within police organizations. I don’t know what and why it happens but it does,
it seems that when a person is promoted to the rank of Lieutenant or higher and is separated from the patrol officer on the street. They seem to forget where they have
come from, and start spewing out emails and directives advising officers as to who is in charge and how they should do their jobs. The messages are sent to the same
officers the newly appointed higher ups once worked next to during their career on the street. Now mind you, when some of these newly promoted folks were on the
streets, they would have had a hard time tracking a bleeding goose through a snow storm, that’s right I said itJ. This kind of activity does not help bring the street
patrol officer closer to his or her administrators, quite the contrary; the gap begins to increase in size and in some cases slight or severe misconduct could follow.
2-In regards on ways of how to reduce the amount of ethical violations within an organization our text states as follows; utilizing information from fellow officers,
legitimate citizen complaints, and early warning symptom reporting systems, unethical behavior prevention and corrective intervention programs can be developed.
Disciplinary policies and procedures should be clearly defined and communicated. Prevention of police misconduct involves improved supervision and training in ethics,
interpersonal skills, and cultural awareness. Prevention goes beyond intervention with individual officers. The organizational culture of law enforcement must also
change. Finally, without jeopardizing legitimate rights of police agency management, police officer rights must be protected so productivity and morale do not suffer.
Police departments and their supervisors must become more involved with their men and women, and actually act like they care about them, instead of just coming to
work, punching in and hiding in an office and then punching out when it is time to leave. I said this before in so many other law enforcement related classes; an
officer is an investment in the department and town in which they serve, why not protect that investment by whatever means necessary, by giving him or her the tools
needed to make sure they act as the department wants them to act when it comes to ethical issues and higher standards in general.
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