Police-STAT
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"The more elaborate our means of
communication, the less we
communicate" ~ Joseph Priestley
communication, the less we
communicate" ~ Joseph Priestley
Many police departments across the nation are falling all over
themselves touting a new way of doing things which most claim to be the
ultimate means for combating crime and ensuring accountability.
It all started in New York City where it's called Compstat. The
Compstat paradigm has spread like a virus, and it's now known by
various names. In Baltimore, where I became intimately familiar with
this new and spectacular way of substituting confusion for
accountability, it's called Comstat. No matter what the name, the basics
are the same.
In Baltimore, a Comstat Room was constructed replete with overhead
projectors for displaying what often appears to be impressive visual
presentations. A large spotlighted podium stands in one corner of the
room facing a huge L shaped table where the police commissioner and
command staff sit for the inquisition. Behind the table are several rows
of chairs for spectators, guests, or VIP's. The technological nerve
center is enclosed in sound proof glass behind the peanut gallery where
technicians coordinate the visual aids with the subjects being discussed.
As a new police officer, you won't be intimately familiar with the
process, because someone has to do police work. If you do join a
department that has firmly embraced this paradigm, you'll find yourself
working in a pretty chaotic working environment. Since your
immediate supervisors will be distracted, and frequently consumed, with
preparation for the next Police-STAT, they won't have much time to
concentrate on the day to day functions of supervision and management.
Since these shows take place once a week, or even more frequently,
you'll be getting new directions after every episode.
Episode is an accurate description of these meetings; although, some
might even find sitcom as a better descriptor. Well, I suppose you know
by now that I think the whole process is a monumental waste of time.
In the beginning, it was conceived as a method to identify those
commanders who were not performing. Intimidation of a commander
in front of his or her peers, and anyone else in attendance, was meant to
either shake that commander into compliance or cause his or her
replacement.
It's all theater. Look…in nearly every police department in the
country, high ranking commanders are appointed by, and serve at the
pleasure of, the police chief. So, whose fault is it if a commander isn't
doing his or her job?
While Baltimore would be described as a large police department, it's
small compared to New York City…every police department is small
compared to New York City. At any rate, it became apparent early on
to the inquisitors that there just weren't enough commanders (Majors)
to keep the show on the road. It became necessary to include
lieutenants and, ultimately, sergeants in the cast of characters to be
questioned and intimidated.
Here's the biggest problem with using intimidation as a tool in any
endeavor…you better know what you're talking about. As a police
officer, you're going to use intimidation all the time. Intimidation can
be as subtle as the uniform you wear, but most often what you say will
be your most often used overt form of intimidation. If you threaten a
person with arrest, you'd better have a lawful reason to arrest that
person. If you do and you don't, you're going to have problems. If a
person calls your bluff, and you have to back off, then you become the
one who is intimidated.
This total waste of time, energy, and resources will have more negative
effects in a larger police department than it will in a small agency. In
the smaller departments, where just about everybody has personal
relationships on some level with one another, the intimidating nature of
the process rapidly wears thin. Because of the unavailability of fresh
meat to intimidate, things can get back to normal sooner than later.
Think of a Police-STAT as a press conference. Both sides spend a lot of
time preparing for the press conference. A lot of questions are asked
and answered; everybody gets his or her fifteen minutes of fame, or
humiliation, and, in the end…nothing changes.
themselves touting a new way of doing things which most claim to be the
ultimate means for combating crime and ensuring accountability.
It all started in New York City where it's called Compstat. The
Compstat paradigm has spread like a virus, and it's now known by
various names. In Baltimore, where I became intimately familiar with
this new and spectacular way of substituting confusion for
accountability, it's called Comstat. No matter what the name, the basics
are the same.
In Baltimore, a Comstat Room was constructed replete with overhead
projectors for displaying what often appears to be impressive visual
presentations. A large spotlighted podium stands in one corner of the
room facing a huge L shaped table where the police commissioner and
command staff sit for the inquisition. Behind the table are several rows
of chairs for spectators, guests, or VIP's. The technological nerve
center is enclosed in sound proof glass behind the peanut gallery where
technicians coordinate the visual aids with the subjects being discussed.
As a new police officer, you won't be intimately familiar with the
process, because someone has to do police work. If you do join a
department that has firmly embraced this paradigm, you'll find yourself
working in a pretty chaotic working environment. Since your
immediate supervisors will be distracted, and frequently consumed, with
preparation for the next Police-STAT, they won't have much time to
concentrate on the day to day functions of supervision and management.
Since these shows take place once a week, or even more frequently,
you'll be getting new directions after every episode.
Episode is an accurate description of these meetings; although, some
might even find sitcom as a better descriptor. Well, I suppose you know
by now that I think the whole process is a monumental waste of time.
In the beginning, it was conceived as a method to identify those
commanders who were not performing. Intimidation of a commander
in front of his or her peers, and anyone else in attendance, was meant to
either shake that commander into compliance or cause his or her
replacement.
It's all theater. Look…in nearly every police department in the
country, high ranking commanders are appointed by, and serve at the
pleasure of, the police chief. So, whose fault is it if a commander isn't
doing his or her job?
While Baltimore would be described as a large police department, it's
small compared to New York City…every police department is small
compared to New York City. At any rate, it became apparent early on
to the inquisitors that there just weren't enough commanders (Majors)
to keep the show on the road. It became necessary to include
lieutenants and, ultimately, sergeants in the cast of characters to be
questioned and intimidated.
Here's the biggest problem with using intimidation as a tool in any
endeavor…you better know what you're talking about. As a police
officer, you're going to use intimidation all the time. Intimidation can
be as subtle as the uniform you wear, but most often what you say will
be your most often used overt form of intimidation. If you threaten a
person with arrest, you'd better have a lawful reason to arrest that
person. If you do and you don't, you're going to have problems. If a
person calls your bluff, and you have to back off, then you become the
one who is intimidated.
This total waste of time, energy, and resources will have more negative
effects in a larger police department than it will in a small agency. In
the smaller departments, where just about everybody has personal
relationships on some level with one another, the intimidating nature of
the process rapidly wears thin. Because of the unavailability of fresh
meat to intimidate, things can get back to normal sooner than later.
Think of a Police-STAT as a press conference. Both sides spend a lot of
time preparing for the press conference. A lot of questions are asked
and answered; everybody gets his or her fifteen minutes of fame, or
humiliation, and, in the end…nothing changes.
"The problem with communication
... is the illusion that it has been
accomplished." ~ George Bernard Shaw
... is the illusion that it has been
accomplished." ~ George Bernard Shaw
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