Broken_Windows

In the case study “Broken Windows, Damaged Gutters, and Police Supervision,” Chief Harold Furman wants to implement his new philosophy of policing to Merrysville’s police department. Chief Furman is aware that implementing community policing to a conservative community will be a difficult task. He also knows that the results of implementing community policing would be nothing but positive. Chief Furman’s plan was basically to work with the community and assist in cleaning up their neighborhoods. Although Chief Furman encountered many obstacles, restructuring Merrysville’s police department was necessary in order for this plan to be effective. Some of the obstacles police reformers face when trying to implement a community policing philosophy within a police department is similar to the obstacles encountered by Chief Furman in the case study. Some of the obstacles that Chief Furman encountered were employee resistance, lack of team focus, lack of involvement in the initiative’s design, implementation and monitoring but most important, clashes between “command and control” management styles and expanded decision making by line officers. In the case study, officer Strzykalski was skeptical to the change, he was a veteran and in the beginning he resisted the change and lacked motivation and team focus. “For officer Strzykalski and other officers, these changes were too drastic and ineffectual” (Stojkovic, 2003). Officer Strzykalski like other veterans resisted the change because they were too comfortable with their conservative ways. One issue in police supervision that is most important in making a switch from a traditional police organization to one structured by the principles of community policing is the disagreement between the conservative and the contemporary way of management. In the conservative way of management the “command-and-control” management style is used versus the team approach in the contemporary way of management. Conservatives tend to follow the military way of management where they do as they are told, and everyone works more individually. In the contemporary management everyone works as a team to accomplish one particular goal and individuals are encouraged to share his or her ideas and view points. Although changes are often hard to accept, most officers would embrace the model of supervision emphasized by community policing. This contemporary model of supervision would give them the freedom to provide input on better ways to improve their services. As Stojkovic mentioned, “…this new philosophy was actually in their best interests and gave them a greater say in how they performed their jobs” (Stojkovic, 2003). Once officers understood and realized the positive effects they were able to embrace the model of supervision emphasized by community policing. While officers might embrace the community policing management style easier, frontline supervisors such as sergeants might have more difficulty in doing so. Many of these sergeants are used to having control. For many sergeants, partially giving up their control would be extremely difficult, especially if they are used to the military leadership style where officers do as they are told and nothing is questioned. Frontline supervisors would also have to interact with not only their officers but also the community in order for community policing to be effective. In my opinion Sergeant Strzykalski is not too idealistic about police supervision in this case study. The reason he is not too idealistic about police supervision is because his new supervisory skills under conservative approach were acquired through experience. Although, he opposed the changes at first he was able to overcome them and succeed. Officer Strzykalski not only overcame the changes, he was able to think outside the box and innovate the way he implemented his supervisory strategies in an attempt to reduce crime through line officers and community involvement. One of the methods that police supervisors can implement to address the fears of patrol officers about community policing ideas and practices is to educate. Supervisors need to make sure that patrol officers have a clear understanding of what community policing is all about. The better officers are educated on what the program is about and what it entails the easier it would be for them to move from the traditional way to the more conservative way of doing business. Motivation is another way to address the fears of patrol officers about community policing. In order for community policing to be effective officers being the ones that deal with the community on a day to day basis need to be motivated to interact with community members in an attempt to reduce crime. Supervisors should also present examples of how community policing works or examples of the difference it made in other police departments. Innovative changes are important for any company. In order for a company to function properly is important that its members can communicate and work as a team. Supervisors as well as line officers need to understand that both their jobs are important and that working as a team would benefit them all. The key to success in most organizations especially police organizations is teamwork and innovation. A police organization must be innovative as the community is, in order to keep up with the demand for services. Most important, members of a police organization must be motivated and open to new ideas.