Harassment and Bullying in Policing - Part II - Some solutions

Two days ago I wrote an article where I made an attempt to diagnose and analyze the issue of harassment and bullying in the policing culture. I made it clear that this was not just about the Calgary police - who just happen to be in the news, at this time, as a result of the untimely and professionally embarrassing departure of their first civilian Human Resources leader.

This article went somewhat viral ( it's all relative right? ) and I received many comments and likes from police front line and senior leaders across the country ( and a couple from the US as well)

The issues of harassment, sexual harassment and bullying in policing is being experienced, to greater or lesser degrees, in all police departments. The RCMP currently has two outstanding class action lawsuits related to harassment and sexual harassment, and one was settled last year. To get some context on this follow up article, I encourage the reader to read the first article.

https://www.dhirubhai.net/pulse/harassment-bullying-policing-rudimentary-diagnosis-bob-stenhouse/

As someone who has always been dissatisfied with status quo thinking, looking for innovative ways to improve our function and service to others, I have always tried to provide thoughtful and effective solutions to the problem being addressed. If I am going to wade in on the problem, I better have some solutions in mind. As it turns out, I do.

Just yesterday, while speaking at a conference, I was reminded of the importance of training. The response to violent and lethal situations will always default to training, a former highly skilled tactical officer from the Calgary Police Service, reminded the enthralled audience as he addressed the issue of active deadly assailant.

Police are highly trained. Safety in lethal circumstances is of the utmost priority for all police training. Dozens to hundreds of hours are spent on physical control tactics, use of force, and firearms training.

When I suggested that psychological violence ( as identified by harassment, bullying and mobbing ) can also be lethal, wreck lives, and is much more likely to occur than an active shooter situation, the audience was in full agreement. If that is so, if psychological safety and protection from violence ( from within the service ) can be as destructive and even fatal, as physical violence, then, perhaps, psychological safety strategies need to receive as much focus as the physical aspects of training and expectations of police services.

In my earlier post I had suggested five high level contributing factors to the issue at hand. These factors, outcomes, or dynamics are all at the interpersonal level. What is more alarming, is these are internal to the profession and institution. Most cops can handle the external violence and destructive behaviors they interact with daily. In my very anecdotal research into police trauma, to an officer I have heard that it is the internal harassment, bullying, institutional betrayal, administrative cover ups and intimidation tactics that have had the most adverse affect on their psychological heath.

Some rudimentary solutions:

Training

Implement the following training in recruit classes, ongoing professional development, and re-certifications.

a) Emotional Intelligence - This is critical to successful policing. Under- developed emotional intelligence is, in my view, the number one contributor to botched investigations ( and many high profile cases would confirm my assertion ), destructive behaviors, poor risk management decisions, and poor morale. There are some excellent training programs available. EQ training incorporates self awareness, self regulation, empathy, social interactions, stress management, motivations and other sub-categories.

b) Psychological Violence and Safety - Awareness of what is or is not acceptable workplace behavior is the foundation for the development of new behaviors. Identifying the traumatic and emotional effects of harassment, bullying, gossip, character assassinations, cynical criticism, and other destructive behaviors along the continuum, begins to change hearts and minds. Ongoing coaching and reinforcement of the issues and expectations creates sustainable change.

c) Incorporate adult learning philosophies. Treating recruits like peons, insubordinates, and speaking to them in adult/child terms , sets the groundwork for heirarchical systems, abuses of power, and destructive attitudes and behaviors. If someone has the intellectual, psychological, emotional character to become a police officer, then treat them like that. No matter their age, gender,or status. Do away with the "sirs" and "ma'ams" they are required to address all others in the department ( in the city police ). Trainers and leaders need to stop treating recruits like second class persons, model mature and respectful behavior, and adapt a coaching and mentoring approach to inter-personal interactions. Recruits are adults, treat them and respect them as such.

Please don't default to the anecdotal rhetoric of discipline, toughening up, and other para-military assumptions. These are clearly not working. Model, train and teach problem solving, critical thinking mutual respect ( no matter the age, gender, or rank ) and we will get respectful and mature problem solvers coming up as the next generation of professional police officer.

Promotions and Leadership Development

" with great power comes great responsibility" - Uncle Ben (Spiderman)

Promotional systems need to prioritize the softer skills ( which are not really soft at all because they take great courage ) such as compassion, empathy, wisdom, firmness, fairness, flexibility, collegiality, self awareness, vulnerability. All too often promotional systems have emphasized personal accomplishments, results and outcomes. This naturally leads to self promotion, individualism, unhealthy competition, inflated egos, and the other negative relational dynamics I identified in my first article.

Leaders ( no matter the level ) need to be other-centered and not self-centered. A self promoting and centered leader will only be focused on what people, outcomes or behaviors will reflect well on them. They will use the hard work of their subordinates to build up their own reputations. A great leader will self-sacrifice for the greater good of the mission and the people involved in accomplishing that mission.

Promote the leaders, not the managers and administrators ( and there is a difference)

Replace Bravado with Moral Courage

I recently spoke at a conference where I differentiated physical courage from moral courage. My own quite colorful policing career certainly emphasized the physical courage required for the roles I undertook ( undercover homicide, biker gang investigations, organized crime and my tactical/emergency response roles ). However, due to a lack of awareness and maturity I was significantly less developed in moral courage.

As I continued on a journey of lifelong learning, leadership development, and some deep soul searching I started to realize the critical requirement for moral courage to do the right thing. It takes moral courage to stand against harassment, sexual harassment, and bullying. It takes moral courage to challenge destructive behaviors in the workplace. It takes moral courage to speak truth to power. It takes moral courage to blow the whistle on ineffective, inefficient, unsafe, unlawful or unethical behavior.

The culture of policing has always emphasized the bravado and physical courage aspects of the role. By highlighting, celebrating, and promoting moral courage, it becomes normalized and a personal goal for all.

Appoint an independent internal Ombuds-person and office

This position becomes the referee and decision maker on the critical issues facing policing from within. This position does not replace police oversight, rather it is designed to remedy the internal grievances and concerns. To be successful the Ombuds-person needs to report to the Commission with a dotted line reporting to the Chief. This would require legislative changes but these will be necessary changes if the culture is to be reformed. It allows for another set of checks and balances related to the leadership of policing.

Listen to and protect the truth speakers and whistle-blowers

I would encourage police leaders, police commissions and politicians to do some reading and research on the phenomenon of whistle-blowers. In order to deflect accountability, leaders will, all too often, do their best to discredit and malign the legitimate, passionate, thoughtful, and innovative whistle-blower. Contrary to the false rhetoric of whistle-blowers as being disgruntled employees, the vast majority of whistle-blowers are high performers with a strong moral and ethical compass.

A whistle-blower will, in most instances, have tried their best to bring about necessary change through influence, persuasion, or change policies and procedures, only to be thwarted by their chain of command. In extreme frustration they will often times choose to go public. Whistle-blowing causes great embarrassment to the leaders whose acts of commission or omission ( ignoring, cover up, manipulation, untruths, inaction etc. ) lead to the extreme frustrations that caused the courageous whistle-blower to sacrifice their careers for the greater good of society.

This embarrassment, fear, anger, self-righteous indignation, and ego bruising will often times lead to continued administrative, legal, and political bullying.

If it wasn't for courageous whistle-blowers we would not have critical reform, change, awareness, and will for our institutions to evolve.

These are only some solutions that I have mulled on, researched and experienced first hand.

Disclaimers, Caveats, and Expectations

I normally begin my speaking, teaching or writing with a whole set of disclaimers and caveats so as to alleviate the potential cognitive biases that may come into play when wrestling with or speaking on difficult topics. I purposefully did not do so on these articles related to harassment and bullying in policing. It is important for those who may feel critical, angry or dismissive of my musings to wrestle with their emotions and ask themselves what it is that is causing discomfort.

I am promoting psychological safety within a profession that is part of my core and which I have great love for. My badge still exists within my heart, although I have long ago stopped carrying a gun. My weapon these days are my words, written, spoken, and thought out through the lens of a pretty wild and crazy journey of ups and downs, successes and failures.

If these words I have written can plant the seeds of critical thought , challenge assumptions, and mobilize just one brave agent of change to go forth with courage and conviction, then I have done my part.

Veritas