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