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