Ethics in conflict - Building a strong foundation

Whether or not a military (or paramilitary) is properly equipped to handle crisis situations in an ethical manner is an issue that is truly worthy of consideration. Before asking this question, however, it is imperative that leaders are confident that their organizations are based on a solid foundation of ethics and waterproof. Ethical conduct simply can not be expected in an organization that is under pressure if it is not expected when the organization is simply involved in daily operations, trivial.

Police and military have enormous powers conferred on them by the state. Everyone has the ability to limit or eliminate individual freedom, and both the right and enviable overwhelming to use lethal force if necessary. These powers are to a large extent, the basis for demanding of citizens that our organizations are based on strong ethical principles and values.

In the vast majority of cases, especially in times past, the attention of the military was different from the home. When they are dispatched to any situation around the world, including here in Canada, often become very involved in the everyday life of citizens of that country, though.

With the passage of time and a view is given to Canada's military tasking, you can see more and more that the role is to peacekeeping missions rather than warrior. This really brings our army and our police forces even more in terms of roles, responsibilities, values, principles and ethics.

Some of the challenges

There are some realities within the culture of paramilitary organizations that may cause significant interference with effective communication both internally and externally. It is up to the leaders of these organizations to recognize, accept and deal adequately with any negative aspects of their organizational culture.

It is not enough that a leader possess impeccable values. The leader must demonstrate these principles in daily interactions with others, and the leader must communicate these values ​​to all employees regularly, consistently and without shame. There must be a very clear vision of every member of the ethics, values ​​and principles are simply non-negotiable.

Too often, when an individual is discovered to have been involved in unacceptable behavior, the theory of the 'bad apple' is presented as the answer. A 'bad apple' grows and develops in an environment that condones or ignores the early warning signs, or in some cases tacit approval of the target behavior.

The difficulty with the approach of 'act and react', which is often seen by the junior ranks, at best a witch hunt, or at worst a hollow Inquisition with obvious ulterior motives. From time to time, having some curative measures that are imposed as instinctive reactions to isolated incidents. Consequently, there are virtually no long-term benefits realized. Occasionally, these actions can have very negative consequences.

This is not to minimize the general and specific deterrence of quick actions by the administration and impartial. E 'essential, however, that the organization is alive to all signs and all the greatest, most insidious of problems and take proactive measures when and where needed.

To fully understand how a fault can occur, especially as it is sometimes regarded by peers of the offender, it is vitally important to look closely and critically the organizational culture in which the behavior occurred. This examination may take different forms but the most profitable can be a bottom-up, holistic approach.

Define the organizational culture

Military and paramilitary organizations have, over the years, has developed a culture that can truly call their own. In addition, the units within these organizations to develop subcultures that must be recognized. This is particularly true specialist or "elite" units.

A good starting point for analysis of any organization in terms of values, principles and ethics can and perhaps should start at the forefront. This analysis can help to spot signs of possible irregularities within the culture.

Cultural evolution

Activities and behaviors within a particular organizational culture, values ​​and norms sometimes indicate that differ widely from those outside that culture. This is not peculiar to the police or military. Almost every organization in every industry imaginable him, his personal culture.

Organizations that tend to have their own 'language'; own identity, its own rules atypical are more susceptible to developing a culture that is some distance from the culture of society. The organization's members often believe that their world is too different, too complex and too expensive for anyone outside the organization to begin to understand. This belief is the foundation of probable peculiar cultural values.

Until recently, the police were definitely out of the company. Even if they are sworn to serve and protect society, the sworn duty was performed more often so decided behind closed doors by the police themselves.

With the advent of community policing, community policing advisory committees, surveys of satisfaction of the Community and other similar efforts of law enforcement, every mystic who might have existed has been stripped away. Police officers were increasingly seen as human beings with all human frailties all others in the community can possess. In short, the public is more willing to believe that their police officers are capable of committing acts not only a sin, but also criminal acts.

There is no shortage of websites that exist for reporting on police misconduct. In a particularly poignant example, it is argued that an off-duty policeman had had an altercation with a member of the physical audience in a bar. The story of the fight including civilians suffering convulsions, being attacked with a snooker cue and with one eye dangling on his cheek because of the beating. As it turned out, there was an altercation, but in no way resembled the account offered on the Internet. The altercation was not in any way be described as a beat and did not suffer civil convulsions and did not suffer an injury to his eye even remotely similar to the one described.

Anyone reading the original story, it would have been left with the impression that disturbing the police officer had been involved in a vicious cycle, prolonged beating an innocent civilian. Given the millions of people who regularly surf the Internet, there is a very real risk that there are many people who could have read the bill and believed.

The result of this new pressure on the police is that the public may be more inclined to believe that the police are capable of heinous acts. When considering the impact and frequency of the Rodney King video that played and replayed on television sets across North America, should not be surprising that the public has changed its opinion of the likelihood of police involvement in criminal acts. Disturbing photographs of military behavior in Somalia have brough a similar pressure on our armed forces.

These realities raise the bar in terms of public expectations of police officers and members of the armed forces. If the public is now more inclined to believe that it is likely, or at least possible that the police or military personnel may be involved in these kinds of abominable behavior, it is for police and military leaders to create and / or maintain an ethical, very principle that organizations are open to significant control by the pubic. Transparency has become of vital importance.

When the conduct is moving too along the continuum acceptable-unacceptable, the organization can begin to experience significant toxicity.

In looking particularly heinous examples of this phenomenon, this evolution may be more appropriately described as devolution. Whenever possible behavior unacceptable, condoned or ignored, becomes the new standard for a second, conduct a little 'more unacceptable. This behavior second sets a standard for a third, and so on ...

In the Rampart Division of the Los Angeles Police Department, serious incidents of assaults, robberies and even murders occurred, presumably at the hands of sworn police officers. These incredible acts are a direct result of the decentralization of culture having been allowed to grow out of control. Rampart illegal acts are, thankfully, atypical of the vast majority of police departments in North America. There remain, however, examples of what can and can not occur if the cultural devolution is not monitored and corrected. Are examples of what can happen if the leadership is inattentive, not listening to the heartbeat of their organization, not in contact, do not listen to the cries of help from their various constituents.

The Code of Silence and The Thin Blue Line

There is the fervent belief by some that the police are all a part of the last bulwark between good and evil. There is a theory held by some that should stand shoulder to shoulder regardless of the situation, which all are members of the 'thin blue line'. This mentality can often favor other more serious problems within a police organization.

One of the first questions to be posed is not simply whether or not there is a 'Code of Silence' prevalent within the unit or organization, for the answer to this question is simple - Yes there is.

The breadth and depth of the 'Code of Silence' are the most important dimensions to be defined. The answers to these questions are often bellwethers of problematic beliefs or values ​​within the culture of that organization.

The code of silence descends like a curtain when it seems that one or more members of the organization may have crossed that line between acceptable behavior filmy and unacceptable.

From time to time, when an internal affairs department or an outside agency begins to investigate allegations of wrongdoing in a police organization in particular, the memories become vague, vision becomes blurred and details become illusory.

Within the culture, there is an unwritten rule that officials do not inform each other. This is partly due to the belief that they must protect one another and also that just another cop realizes that pass through on a daily basis, many of these investigations are the result of individuals who do not know the harsh reality police, who must stay together.

Cops like dirty cops. It is a strongly held belief in and out of police organizations. The dividing line between a little 'dirty dirty is very difficult to define, however. Unfortunately, some wrongdoings are forgiven, or at least ignored, while others are not. The two lists vary greatly, depending on who is composing the lists. The difficulty, of course, is the subjectivity and occasional self-interest that filters sometimes in such evaluations.

Once the 'Code of Silence' issue has been investigated, there are other more specific issues that the administrator shall include:

z What behaviors have become acceptable within the culture that would not be acceptable outside of it?
How widespread these behaviors z?
z are these behaviors a 'right of passage' in a particular unit?
z these behaviors are an indication of the mentality of the Three Musketeers?
z is these behaviors that should be condoned or simply ignored?

The answers to these questions will provide some 'self-evident instructions to police officers regarding the depth and breadth of the problem within their organization.

Noble Cause Corruption

Often, the noble ideals that inspire men and women to enlist in the police service are the very qualities that motivate them to behave inappropriately. These men and women do not behave as they do out of some evil intent. They do it with the noble intent. Tragically, these situations are often terribly unhappy consequences.

We in Canada have had numerous examples of this reality, especially since DNA technology was born as a tool for the detection of crime. As you can see today, there have been numerous examples of miscarriages of justice, according to surveys industrious, tireless, honest, dedicated police officers.

Just look at Donald Marshall, David Milgaard and Guy Paul Morin to see how the tragedy has affected these three men, and others, as a result of an unwavering belief in their guilt by a group of people within the criminal justice system during their investigation, detention and prosecution.

In the village of Queensville, Ontario, 8 years, Christine Jessop disappeared. Some time later, her partially clothed body was discovered and hacked. It 'became absolutely necessary that the person who perpetrated this heinous crime be found and brought to justice. In due course, Guy Paul Morin was arrested and charged with her murder. After a series of tests, was imprisoned for the crime.

As history and science now tells us, Guy Paul did not do it!

As a result of DNA testing, Guy Paul Morin was acquitted after spending years in prison. The crux of the matter is he did not commit the crime for which he was imprisoned, even those who are involved in the investigation of the crime were utterly convinced of his guilt.

The investigators, investigation supervisors, forensic scientists, lawyers and other zealous Crown held this belief in his guilt. It was only after a thorough investigation of the public that all details of this tragedy have been fully explored and understood at last.

In almost all cases, these misconceptions can be attributed, at least in part to 'noble cause corruption'. It is, in short, a phenomenon that can best be described as the "end justifies the means'.

This is not a phenomenon that exists only in the police. It can not exist in any organization that enhances the operational objectives and / or activities as indicators of success. There may be and probably are examples of noble cause corruption in the military.

The police and military personnel are very task oriented. If you are given a specific goal, do everything necessary to meet or exceed this goal. If the objective is poorly defined, the efforts towards its realization can go wrong.

Guy Paul Morin in the situation, and many other very similar, the objective was simple: Take the bad! The issue seems to be missing the target words correctly ', in an impartial and fair'.

Due to strong pressure from the public, the media and the administration, it has become imperative that the individual responsible for this atrocity to be identified, arrested and tried in a hurry. Unfortunately, it was the wrong person.

And similar tragedies can occur too often for similar reasons. In a rush to judgment, the investigators and others can develop tunnel vision, damaging their ability to prosecute suspected objectively appropriate.

There are other aspects of the organizational culture of policing and military bears examination and understanding.

In these types of organizations, the need to belong is powerful. In combat situations or crisis, this is an important and vital. The reliance of one above the other or one above the unit and can not preserve the life. Maybe part of the difficulty with the results from this mentality that permeates the warrior values ​​of peacekeeping operations.

In these types of organizations, an individual who rejects as unacceptable any part of the organizational culture runs the risk of at best, ostracized and at worst, to become a target of the culture itself. There are examples of such events in many organizations throughout North America. In too many cases, the mentality Musketeer requires that all media as a stand-alone and do not dare.

The role of Associations

Another situation that has emerged recently in some way is the position taken by militant groups. In some cases, associations have minimized their mandate as champions of professionalism and have, for reasons known only to them, has taken the mandate to weaken the strength or the impact of the head of the service. In some cases, it was reported that the Association leadership has studied the methods used by other associations / unions militants in other jurisdictions. Such a report has indicated that counsel and advice has been received by the association representing the officers of the Los Angeles Police Department. Given the situation Rampart, this is a scary thought.

This strategy can have significant negative impacts on the effectiveness of the Director of Police. At least, this deviation can have a very negative impact on tactical operations of the service or the organization's strategic planning efforts.

As organizations and their leaders can groped to appeal to self-realization of the aspirations of their employees, various groups seem to operate at a much more basic, from time to time.

When examining a series of police associations and / or trade union literature, commonly seen articles and viewpoints discussing job security, personal safety or other related topics. If the priorities of an individual involves self-preservation and / or job security, it is not surprising that the higher goals of the organization can not do the 'List A'. When a group is absorbed in thoughts of self-preservation, it is not surprising that ethics, values ​​or principles do not get their attention.

This fact only underlines the need for directors to be very clear and unwavering in their communications with employees. The basic need of reassurance often interferes with personal messages sent from the head. Effective and meaningful communication ceases to exist.

Organizational and supervisory responsibilities

In organizations that "raise their supervisors, managers and administrators, there may be an inclination towards the indifference of some misconduct. This leads inevitably to have 'been there, done'. Graduation from the front line through the supervisory Administrator sometimes fails to take into account this reality.

There is a need for a level of experience in the ranks of law enforcement that can be achieved only for having risen through the organization. But with this experience can be occasionally some unhealthy beliefs and inclination toward willful blindness.

As individuals take up the chain of command, certainly bring with them different amounts of sympathy, empathy and forgiveness. This level of lack of response may vary, depending on their particular career.

When these characteristics begin to muddy the waters of adequate controls, responsibilities and authorities, however, can begin to sow the seeds of future organizational challenges. It 'also patently unfair to each member organization. When entertaining a supervisor, manager or director the idea that 'boys will be boys' or something like that, it is time for serious examination of conscience. Serious, thoughtful, well-planned and well-designed training supervisor is a tool that must be used to help minimize the impact of some of this baggage inappropriate.

The Manager

The moment an individual is at the executive level of an organization, there is a significant gap between their place and the first lines of the organization. This gap often makes the leader to guide its course with the old, outdated graphics. This makes it necessary to have a process whereby the leader can frequently and regularly 'finger on the pulse' of the service staff front line delivery organization.

Often, those who lead organizations possess wonderful qualities ethical. Too often, however, their expectations of the organization are based on their values ​​and beliefs that are not shouted from the rooftops.

It 's essential that the leaders proclaim their ethical expectations of each member organization in a clear voice. A leader can not simply wait for those who follow do so with the same fervor as their ethics. In fairness to all members of the organization, the values ​​of the leader must be clearly communicated to all, so that those who act within the organization with the full knowledge of the likely impact and consequences of their actions - good and poor.

In any organization, the impact of the leader should never be underestimated, and there are many eyes that are watching. Actions speak louder than words. 'Walking the Talk' is the only option.

A Foundation for the periods of conflict

Whether or not a military (or paramilitary) is properly equipped to handle crisis situations in an ethical manner is, without doubt, a critical consideration.

For military leaders to have confidence in the ethical nature of their units, it is essential that the leader inspires and demonstrates a daily, personal ethics and organizational operating in a consistent and demonstrable.

The methods by which individuals are directed, evaluated, recognized and rewarded must take into account the need for clear goals and objectives, honest and frank assessments against known and measurable standards, the responsibility for supervision and management and recognition frequently, but sincere and reward.

When sculpting such an organization, the leader must plan every move in the context of organizational culture that prevails. Appropriate measures should be in place to anticipate, recognize and deal with various aspects of culture stimulants. The leader must be ready, willing and able to operate in a way that is open to the intense monitoring. Nothing less can be contemplated.

And 'only when the organization has an impermeable base that the ethical leader can hope to fulfill the promise of a highly ethical in times of crisis....