Quiz 2 Flashcards
Individual Influences
Biological Factors.
Learning Theories.
Kohlberg’s Moral Stage Theory.
Biological Factors
•Links between brain and predisposition to certain behaviors.
•Research focuses on hormones, including oxytocin, serotonin, and testosterone.
•Phineas Gage.
•Genetic influences continue to be denied.
•Oxytocin as “moral molecule.”
•Are women more “moral” than men?
Learning Theory
Premise: All human behavior is learned; therefore, ethics is a function of learning rather than reasoning.
Modeling
•Imitating the behavior of others
•Parents and other adults provide role models for children through their behavior
Reinforcement
•A behavior that is rewarded will be repeated
•After enough reinforcement, the behavior becomes permanent
•The individual develops values consistent with the behavior (cognitive dissonance)
Kohlberg’s Moral Stage Theory
Premise: Moral development, like physical growth, occurs in stages.
1.They involve qualitative differences in modes of thinking, as opposed to quantitative differences.
2.Each stage forms a structured whole; cognitive development and moral growth are integrated.
3.Stages form an invariant sequence; no one bypasses any stage, and not all people develop to the higher stages.
4.Stages are hierarchical integrations.
Ethical Climate and Organizational Justice
•Research explores the ability to measure the “ethical climate” of an organization.
•Leadership, reward structure, and organizational messages affect climate.
•Three basic ethical orientations:
1.Egoism
2.Benevolence
3.Principle
Societal and Cultural Influences
•Organizational culture is subject to external influences.
•External influences are both objective (e.g., laws and regulations that constrain the organization), and normative (public belief systems).
Reasons Why People Do Not Perform As They Should
F.F. Fournies, Coaching for Improved Work Performance , stated there are four common reasons for poor work performance:
- They do not know what they are supposed to do.
- They don’t know how to do it.
- They do not know why they should do it.
- There are too many obstacles.
Leadership Defined
Leadership is when a person influences others to accomplish given objectives and directs an organization in such a way that makes it more cohesive and consistent.
What Leadership is Not
LEADERSHIP IS NOT A STRAGEGY
There is no strategy that can be imposed on an organization or group that will cause them to accept a leader.
LEADERSHIP IS NOT POWER
Leadership needs followers who want to achieve higher goals, not just having people to boss around
LEADERSHIP IS NOT SUPERVISION
Supervision is a function, leadership is who you are
Three Ways to Explain How Someone Becomes a Leader
1.Trait Theory:
Some personality traits lead people naturally into leadership roles.
2. Great Events Theory:
A crises or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.
3. Transformational Leadership Theory:
People can choose to become leaders and can learn leadership traits.
Integrity can be demonstrated in a number of ways
●Do what you say you will do.
●Never divulge information given to you in confidence by superiors, fellow officers or trainees.
●Accept responsibility for your mistakes.
●Never become involved in a falsehood or lie.
●Avoid accepting gifts or gratuities from inside or outside your agency.
●Be a model of ethical behavior.
Crime Fighter or Public Servant?
Two different missions of law enforcement in a democracy:
•Crime fighting
•Public service
Packer’s Crime Control Model:
1.Repression of criminal conduct is most important function.
2.Failure of law enforcement means breakdown of order.
3.Criminal process is positive guarantor of social freedom.
4.Efficiency is a top priority.
5.Emphasis is on speed and finality.
Three eras of American policing:
The political Era 1840-1930
The reform Era 1930-1980
The community Era 1980-2000
Klockars describes police control as consisting of:
•Authority: Entitlement to unquestioned obedience that derives from fulfilling a specific role.
•Power: Power is the threat behind the authority.
•Persuasion: The use of signs, symbols, words, and arguments to induce compliance.
•Force: Physical coercion.
•Discretion: Authority to make a decision between two or more choices.
Discretion:
the authority to make a decision between two or more choices
Duty:
required behavior or action, that is, the responsibilities that are attached to a specific role
Discretion and Discrimination Occurs when a discretionary decision-maker treats a group or individual differently from others for no justifiable reason:
•Sexual orientation
•Race
•National origin
•Poor
•Other?
A Racial Divide
•Complaints correlated positively to the percentage of minorities in the population
•Some reports indicate lower-class African Americans and Hispanics have higher negative interactions with police.
•Residents (both black and white) are initially disrespectful to police 3x as often as police are initially disrespectful to residents.
Racial Profiling
•Occurs when an officer uses a “profile” to stop a driver, usually to obtain a consent to search for a vehicle.
•Minorities are highly targeted based on the assumption that they are more likely to commit criminal acts.
Police Shootings of Blacks
•Black men are disproportionately the victims of police shootings.
•Blacks are disproportionately involved in violent crime.
•Blacks are disproportionately more likely to assault police officers.
•Police officers may perceive blacks as a greater threat.
Factors in the Use of Force
•Excessive force occurs in less than one percent of interactions with public
•Use of force occurs in 1.3 to 2.5 percent of all encounters
•Friedrich’s 1980 study:
1.Characteristics of the target
2.Situational characteristics
3.Characteristics of the officers
4.Psychological traits
Use of Tasers (CEDs)
•The TASER is one type of CED (conducted energy device)
•Proponents argue that Tasers:
–Result in fewer injuries to officers and combatants
–Reduce the need for lethal force
–Are safe in the vast majority of cases
•A police officer could be held liable when a CED is used on a person who poses no immediate threat.
•Departmental policies determines acceptable Taser use.
Responses to Uses of Force
•In most use of forces incidents, officers are not indicted or charged.
•The perception that police shootings are increasing recently is not necessarily true.
•Officers may not be criminally charged, but might still face discipline for violating policy.
Use of Force Continuum:
Officer presence, verbal commands, hard techniques, deadly force.
Legal Definition: Force
Power, violence, compulsion or constraint exerted upon or against a person or thing.
The Use of Informants
•Individuals who are not police officers but assist police by providing information about criminal activity.
•They are:
–Motivated by monetary profit, revenge, dementia, kicks, a need for attention, repentance (guilt), and coercion.
–Able to operate under fewer restrictions than police.
Reactive Investigations
•Attempts to reconstruct a crime after it occurs.
•Consists of gathering evidence to identify and prosecute the offender.
•Investigator(s) may develop early prejudice about likely perpetrator, which might cause them to:
–be tempted to engage in noble-cause corruption to obtain a conviction;
–ignore or conceal evidence that contradicts their beliefs;
–overstate existing evidence; and/or
–manufacture or alter evidence.
Interrogation
•Cannot involve physical force (the “third degree”)
•Techniques of deception:
–Calling an interrogation an “interview”
–Negating the effectiveness of the Miranda warnings
–Misrepresenting the seriousness of the offense
–Manipulative appeals to suspect’s conscience
–Leniency promises beyond interrogator’s power
–Interrogator misrepresenting his/her identity
–Using fabricated evidence
