Session 4- Discipline and Special Roles

Question 1

WHAT DOES DISCIPLINE REALLY MEAN?

Answer 1

1. It is more than punishing; it really means teaching and training.
2. It facilitates coordination of effort, developing self-control and character, and fostering orderliness and efficiency.

A primary measure of the level of discipline within the police force is the ORDERLINESS with which it operates.

Question 2

WHO HAS THE PRINCIPAL RESPONSIBILITY FOR MAINTAINING DISCIPLINE IN A WORK UNIT?

Answer 2

1. The IMMEDIATE-LINE SUPERVISOR. He must enforce organizational rules even though he may not personally favor them.
2. Perhaps in no other activity can the supervisor distinguish himself more for his leadership ability or lack of it than by the manner in which he deals with problem situations.

Question 3

WHAT IS ‘POSITIVE’ DISCIPLINE?

Answer 3

That form of TRAINING and attitudinal conditioning which is used to correct deficiencies WITHOUT INVOKING PUNISHMENT.

A well-disciplined organization is one which is highly TRAINED: the principles of ‘POSITIVE’ discipline are recognized and practiced. The members have the same objectives as those of the group.

Question 4

WHAT IS ‘NEGATIVE’ DISCIPLINE?

Answer 4

1. That form of discipline which takes the form of punishment.
2. ‘NEGATIVE’ discipline must follow when ‘POSITIVE’ discipline FAILS.

Question 5

WHAT ARE SOME ADVERSE (BAD) EFFECTS OF PUNISHMENT?

Answer 5

1. The person punished may react with hostility and childlike behavior, especially if he considers the action arbitrary or unfair. He may become frustrated and, if he is a nonconformist with an emotional problem, he is likely to be the very one who will be most often punished.
2. The person punished may devise ways and means to avoid being ‘caught’ again. (He gets ‘cute’!)
3. Actual punishment or the prospect of it may cause a hostile, negative attitude towards the job. Marginal performance is the likely result (will do just enough to get by).

Question 6

WHAT ARE THE REQUISITES (THE ‘MUSTS’) OF PUNISHMENT?

Answer 6

1. To be most effective, punishment for even the mildest of infractions, must be CERTAIN. This characteristic is perhaps the greatest deterrent to further misbehavior (‘deterrence is a function of certainty, not severity’).
2. Unfortunately, FEAR MUST be used to gain conformity from some employees; yet its indiscriminate use is never justified.
3. It must be meted (handed) out SWIFTLY after detection and proof of the infraction. (However, remember ‘GET THE FACTS BEFORE YOU ACT.)

A supervisor must not hesitate to administer needed discipline. Not to act might be interpreted as weakness by both the offender and members of the work group and may result in the supervisor abdicating his position of leadership.

Question 7

WHAT PRECEDES THE DISCIPLINE OF OTHERS?

Answer 7

‘Self-discipline precedes the discipline of others.’ The supervisor who has difficulty controlling himself can hardly expect others to respect him.

Question 8

CAN SUBORDINATES ‘DISCIPLINE’ THEIR SUPERVISOR (UPWARD DISCIPLINE)?

Answer 8

YES! By:
A) thwarting his attempts to exercise leadership
B) forcing him to maintain constant pressure on them to gain compliance with his directions
C) doing a myriad (many) of other things calculated to indicate their displeasure.

Question 9

WHAT IS MEANT BY MORALE?

Answer 9

1. It is a state of mind reflecting the degree to which an individual has confidence in the members of his group and in the organization, believes in its objectives, and desires to accomplish them.
2. It is difficult to measure and is a fluctuating condition. Many factors indicate the state of morale. The most obvious indicator that morale is slumping is a general deterioration in the APPEARANCE of personnel, which is usually a gauge of organizational pride.
3. Supervisors should not assume that morale is always high. (They should try to bolster morale, whenever possible.)

Question 10

WHAT IS MEANT BY ‘ESPRIT DE CORPS’?

Answer 10

Like morale, it involves the existence of a sense of common endeavor and responsibility within the group. It embodies devotion to the group enterprise, cooperation between its members, and PRIDE in its accomplishments.

Question 11

ARE DISCIPLINE, MORALE, AND ESPRIT DE CORPS EQUALLY IMPORTANT?

Answer 11

YES. Each depends on the other and each may adversely affect the other.

Question 12

IS IT TRUE THAT A ‘CIVIL SERVICE EMPLOYEE CANNOT BE FIRED?’

Answer 12

NO! Actually management is generally upheld by reviewing tribunals in over three-fourths of the cases appealed by employees who have been punished for breaches of discipline in the public service.

Question 13

WHAT ARE SOME RESULTS OF UNSUSTAINED DISCIPLINARY ACTIONS?

Answer 13

1. The poorly prepared case reflects adversely upon the supervisor instituting the charges and the organization itself.
2. If the offending employee is returned to duty because of a poorly prepared case, he usually becomes an embittered, marginal performer producing just enough to ‘get by’ and contaminating others at every opportunity.
3. Fellow employees hearing only HIS side of the case will commiserate with him.
4. The supervisor whose case has not been sustained becomes reluctant to take further action against the same or another delinquent employee. As a result, HIS effectiveness and that of the entire unit he directs is LOWERED.

Question 14

WHAT PERSONNEL COMPLAINTS SHOULD BE INVESTIGATED?

Answer 14

Each and every complaint made concerning the misconduct of personnel with perhaps 2 exceptions:
1. Complaints involving official procedures, and
2. Allegations too TRIVIAL to dignify as a true complaint. EXAMPLE: wearing uniform cap at wrong angle.

Question 15

WHAT ARE THE OBJECTIVES OF A COMPLAINT INVESTIGATION POLICY?

Answer 15

1. To protect the integrity and reputation of the force
2. To protect the public interest.
3. To protect the accused employee from UNJUST accusation.

Watch out for #3. If the question leaves out ‘from unjust accusation’ it’s wrong.

Question 16

CAN A PUBLIC AGENCY BE SUED FOR THE WRONGFUL DEEDS OF ITS EMPLOYEES?

Answer 16

YES! The ‘divine-right-of-kings’ doctrine is out. Now, the wrongdoer and his agency are liable.

Question 17

WHAT IS THE GENERAL SUPERVISORY PROCEDURE FOR HANDLING A MINOR INFRACTION?

Answer 17

1. Discussion of the incident with the concerned employee.
2. An on-the-spot warning or admonishment given when indicated.
3. A record made of the incident for future reference.
4. A ‘follow up’ to determine the effect of the warning.

Question 18

WHAT IS THE PROCEDURE REGARDING A MORE SERIOUS COMPLAINT?

Answer 18

1. The EXACT NATURE of the complaint must be ascertained.
2. An inquiry must be started to determine the merit of the complaint (and the degree of culpability of the accused officer if investigation supports the allegation).
3. Conclusions must be drawn from the FACTS collected and recommendations made concerning the disposition of the case.
4. If corrective action is decided upon, it must be administered.
5. ‘Follow up’ to ascertain the effectiveness of any disciplinary action, especially if it is negative.

Question 19

WHAT ARE ‘INTERNAL’ COMPLAINTS?

Answer 19

Those emanating from WITHIN the organization.

Question 20

WHAT ARE ‘EXTERNAL’ COMPLAINTS?

Answer 20

Those which come from persons OUTSIDE the organization. They may be:
A) PRIMARY - those received DIRECTLY from alleged victims, OR B) SECONDARY - those received from persons who are NOT themselves victims but complain on behalf of OTHERS.

Question 21

WHAT SHOULD A SUPERVISOR DO WHEN HE OBSERVES A BREACH OF DISCIPLINE?

Answer 21

1. He should call the matter to the attention of the employee PROMPTLY and IN PRIVATE.
2. If the minor breach results from a misunderstanding of the rules and regulations, the supervisor should make sure that the subordinate understands the NATURE of the dereliction and what is expected of him in the future. This can be accomplished by having him ‘PLAY BACK’ what HE understands is expected of him. This will insure that the subordinate cannot later validly claim he ‘did not understand.’

Question 22

SHOULD A DERELICTION BE RECORDED WITHOUT TELLING THE OFFENDING EMPLOYEE ABOUT IT?

Answer 22

1. NO - NEVER! He will resent having a written record of his act placed in his file without being told of the matter.
2. It causes a general weakening of supervision when such covert (secret) practices are permitted.

Some supervisors are reluctant to discuss ‘negative’ incidents and, yet, are prone to overdo commendatory incidents. (This generally is a normal psychological reaction, but supervisors MUST face problems forthrightly and take corrective action when needed.)

Question 23

WHAT SHOULD THE FOLLOW UP CONSIST OF?

Answer 23

1. It may consist of a CASUAL conversation with the offending employee.
2. It may consist of observations to see if improvement has taken place.
3. A further discussion may be necessary if no improvement has occurred which will include discussion, clarification, suggestion, ‘play back,’ warning, etc.

Question 24

HOW SHOULD A PRIMARY (DIRECTLY FROM THE AGGRIEVED INDIVIDUAL) COMPLAINT BE TAKEN?

Answer 24

1. Listen courteously and attentively - avoid any facial expressions or statements indicating disbelief.
2. When the complaint is patently (OBVIOUSLY) false, the supervisor should make the necessary explanations or provide the information needed to clarify the issue.
3. Acting as arbiters (judges, so to speak) should be avoided. EXAMPLE: traffic summons incident.

Question 25

WHAT SHOULD BE DONE WITH AN INTOXICATED COMPLAINANT?

Answer 25

1. He should ALWAYS be reinterviewed when sober.
2. When sober, they will often temper their original complaint, change it, or withdraw it. For example, sobriety often enables them to recollect what happened to property they thought was taken by arresting officers.

Question 26

WHAT SHOULD BE DONE WITH ‘SECONDARY’ (NOT FROM THE AGGRIEVED INDIVIDUAL) COMPLAINTS?

Answer 26

1. The investigating supervisor should insist upon interviewing the complainant personally (THE AGGRIEVED INDIVIDUAL) to obtain his first-hand version of the incident.
2. The investigator should not show any REACTION to the accusations (no signs of whether he agrees or disagrees, no remarks about the officer involved, etc.).
3. The investigator should be alert for possible ulterior motives of the complainant. EXAMPLE: a person arrested may ‘complain’ that the arresting officer relieved him of his money when, in fact, the complainant really lost his money in a bar, gambling game, etc.
4. A check should be made to see if the complainant has had previous encounters with the police. This will help in assessing his credibility, or lack of it, and determining the merits of his allegations.

‘SECONDARY’ complaints should NOT be rejected merely because they are NOT made directly.

Question 27

WHAT SHOULD BE DONE WITH ANONYMOUS COMPLAINTS?

Answer 27

1. They should be handled with the greatest caution and discretion because of the great impact they have upon the morale of employees involved.
2. However, anonymous complaints must be investigated! Some of the most serious and bizarre police personnel incidents have been brought to light by anonymous information.

Question 28

SERGEANT MULLINS REFUSED TO ACCEPT A COMPLAINT REGARDING POLICE MISCONDUCT BECAUSE THE COMPLAINANT WAS INTOXICATED. WAS SERGEANT MULLINS EXERCISING SOUND JUDGMENT?

Answer 28

1. No! The complaint should NOT be discredited merely because it is made by an intoxicated person who is the subject of police action.
2. Greatest caution and discretion must be exercised.

Sometimes an intoxicated arrested person will complain of loss of personal property and accuse the arresting officer of taking it. In such a case the police premises in which the arrestee was detained and the police vehicle in which he was transported should be PROMPTLY EXAMINED. Frequently the property is concealed so that the officer can be accused of ‘STEALING’ it.

Question 29

SHOULD A SUPERVISOR BE FAMILIAR WITH THE SYMPTOMS OF SERIOUS EMOTIONAL PROBLEMS?

Answer 29

YES! Although he is not a professional therapist, he should be able to recognize symptoms and initiate timely and appropriate action. (Early recognition is most favorable to treatment.)

Question 30

WHAT IS THE MOST SERIOUS DRUG PROBLEM IN THE UNITED STATES?

Answer 30

Alcohol dependence.

Question 31

Is police work conducive to problem drinking?

Answer 31

YES, because the work is stressful and competitive. A ‘drinker’ police officer is a hazard to himself and his co-workers (and the public). Supervisor’s primary responsibility is to RECOGNIZE and REFER.

Question 32

MAY A DRINKING PROBLEM EXIST WITHOUT THE PERSON BEING AWARE OF IT?

Answer 32

1. YES, and many of the early symptoms of problem drinking go unnoticed by even the closest associates of the individual. It is believed by some that the best clue is the RECURRING MEMORY BLACKOUT. (Can’t remember the following day what happened while he was drinking.)
2. A supervisor should note recurrent absences following pay days.

Question 33

WHAT ARE 3 DEFENSE MECHANISMS A PROBLEM DRINKER DEVELOPS?

Answer 33

1. DENIAL - He denies using alcohol or claims he can take it or leave it.
2. RATIONALIZATION - He simply denies the existence of any ‘problem.’ (‘I drink, but it is not a problem!’)
3. PROJECTION - He projects (TRANSFERS) the blame for his problem.

Question 34

Should punitive action be taken in the case of a problem drinker?

Answer 34

1. Yes, when it adversely affects his performance on the job or when his misconduct off the job cannot be tolerated.
2. He should also be persuaded to receive treatment for his problem.
3. If punishment or persuasion fail, separation from the organization may become necessary.

Question 35

What should a supervisor do if a worker shows signs of a drinking problem?

Answer 35

1. Discuss the matter in private, starting with performance.
2. Do not make a medical diagnosis; instead, be attentive, view the problem from the worker’s perspective, and establish a comfortable relationship.

Question 36

What is a highly desirable counseling technique for supervisors?

Answer 36

Stimulating the employee to discover his own problem and decide on a course of action.

Question 37

What should supervisors be mindful of when counseling a problem drinker?

Answer 37

1. Focus on helping him gain insight into his problem.
2. Don’t interpret everything said.
3. Listen and ask the right questions without discussing alcohol until he discovers it himself.
4. Ask tactful questions without inciting anger.
5. Avoid accusatory questions.
6. Preserve the worker’s ego.
7. Fear rarely serves a constructive purpose.
8. Avoid taking notes during counseling.

Question 38

Is the A-DIME problem solving method useful when counseling a problem drinker?

Answer 38

Yes: A = Analysis, D = Develop a plan, I = Implement, M = Monitor, E = Evaluate.

Question 39

Should a supervisor consider referring a problem drinker to an appropriate agency?

Answer 39

Yes! Referral should be made when necessary, tailored to suit each case.

Question 40

Can a problem drinker become a moderate drinker?

Answer 40

Not as a general rule; most experts maintain that a problem drinker should never use alcohol again.

Question 41

What seems to be the underlying cause of most emotional problems?

Answer 41

Stress, which causes anxiety reactions experienced as fear, dread, or panic.

Question 42

Should an emotionally troubled worker be transferred to a different work assignment?

Answer 42

Transfer may help if it utilizes the person’s strengths, but it should not avoid disciplinary action.

Question 43

What should a supervisor do when a ‘good’ worker makes a mistake and feels guilty?

Answer 43

Help the worker realize that the matter was not as serious as it appeared.

Question 44

What are the four typical steps involved when dissatisfaction degenerates into a formal grievance?

Answer 44

Step 1 - The supervisor or employee representative receives the complaint.
Step 2 - The complaint is referred to an intermediate level of management.
Step 3 - If disagreement continues, the grievance goes to top management.
Step 4 - If unresolved, voluntary arbitration is held.