A link to Jack and Chip's book on Amazon
Tuesday, December 15, 2009
Or do they...expect different results? I am beginning to wonder. Maybe the issue is not results, but activity. Our culture has definitely become mindlessly activity driven. This violates basic Peelian principles of policing and brutalizes logic - but it seems to work in our culture.
Saturday, October 31, 2009
Law enforcement agencies have historically encouraged and instilled bravery, which is good! It is time to begin to encourage and instill courage rooted in integrity. This would begin to break down the personal deception of individuals, and the corresponding “blue wall of silence” that emanates from it. When courageous, relevant, respectful communication becomes normative in the police culture, it will produce true accountability around enduring principles of right and wrong at all levels of police organizations. This would inspire the trust of the members and citizens, unleashing their natural talents and creative energy around the basic mission of law enforcement. In time, this would produce greatness in organizations and synergistic productivity with their communities! This is evident in simple consideration of how social influence structures (e.g., the Nazis or the Communist Revolution) can lead to wholesale evil behavior, the opposite can also be true. Unleashing the power of personal anima, rooted in integrity and expressed in unconditional respect for all, will have tremendous positive results.
Monday, October 19, 2009
It does not provide the immediate gratification (adrenaline and feelings of power) that reactionary enforcement activities provide.
It requires so much more than the intelligence, bravery, skill, and professional persona that are required to enforce laws and effect arrests. In addition to those, it requires character, courage, patience, maturity, regard, and wisdom.
Police lose the ready-made excuse of blaming the community for not being responsive—because “winning hearts and minds” is the responsibility of police!
Everyone (from desk clerks to bureau commanders) must be accountable to have respectful regard for all persons. To accomplish this, everyone in every chain of command must courageously hold themselves and everyone else accountable—regardless of loyalties and fears. In other words, if the social system allows a commander to have a reign of terror and misery over her subordinates—every stated value and policy to the contrary become nothing but dry ink on wasted paper. The disregard for others will inevitably spill over into the way in which members of our communities are treated.
It takes the job of “bean counting”—statistical analysis of work productivity—out of the realm of the simple, lazy process of counting enforcement activities in prescribed areas. This is because the focus is no longer lead measures like staffing, car checks, pedestrian checks, search warrants, and so on. Rather, the focus is on less tangible but critically important lag measures. “The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.”
Are citizens consistently seen as people and treated with respect?
Is the community safe, secure, and prospering—or are the “insurgents” having their way?
. New Westminster Police Service website, http://www.nwpolice.org/peel.html (accessed 13 December 2008).
Tuesday, August 11, 2009
At first, through preparation, conditioning, and skill development; competence in combat rooted in force is established. Then, ever so slowly - an increasing competence with tactics rooted in regard emerges. By employing Tactics of Regard the opponent’s will to fight is decimated – but body remains intact. He yields without battle through one of two general ways. The first and most desirable - his attention has been diverted from his uncompromising position. He finds the concerns and desires which founded his position are understood and satiated (this is most desirable because it produces an ally where there had been an adversary). The second: In a state of dissonance, confusion and bewilderment (Kuzushi - or broken balance) he unequivocally submits.
These are Tactics of Regard because they are only realized by having unconditional respect and regard for the humanity of your opponent; understand him as a person and as an individual. Then, wisely utilize this understanding (intelligence) to reach a mutually beneficial conclusion (he is treated with dignity and respect, he is not embarrassed or injured and justice is served).
It may be helpful to consider this from a more traditional paradigm. Retired CA State Trooper, attorney and risk management expert Gordon Graham likes to paraphrase his favorite risk management guru Archand Zeller:
…During the period of recorded history, there is little evidence to indicate that man has changed in any major respect. Because the man does not change, the kinds of errors he commits remain constant. The errors that he will make can be predicted from the errors he has made.
Here lies a great paradox. An individual’s private memories, fears, prejudices and schemas make their response to spontaneous situations unpredictable. But at the same time, to those with astute regard for the humanity of others - there arises an intensely comprehensive strategic awareness. Now, the Complacency, Hubris, Avarice, Fear, Self centeredness, Bias, Attention limits, Distractibility (CHAFSBAD) of the opponent - make the errors he will make while acting out his unpredictability well – predictable!
One more way of seeing this: The anima warrior’s placid wisdom allows him to understand the opponents CHAFSBAD without reacting and being emotionally swamped by his own CHAFSBAD. The anima warrior will intuitively know when the opponent’s mental balance (kuzushi) has been broken. At this point, a wisely placed strategic twist (Nage-waza) combined with the opponent’s mental/emotional momentum makes one of the two previously described outcomes easily attainable.
 Interagency Helicopter Managers Workshop: Continued Professional Training. March 14, 2003 Speaker Gordon Graham. http://www.wildfirelessons.net/documents/GG_OrgRM.pdf Accessed 15 August, 2009.
Friday, June 26, 2009
Thursday, June 25, 2009
We automatically tend to assume the following:
- The way I see something is the way it is.
- The way I feel about someone is the way he or she is.
- The way I remember an event is the way it was.
- If you disagree with me, you are stupid, a liar, or psychotic.
The irony is that this assumptive thought base (all problems and misunderstandings are external to me) IS the apex of self-imposed ignorance, deception, and even psychosis (disconnection from reality). Probably the only reason it is not considered pathological is that it is endemic.
Saturday, June 20, 2009
Saturday, June 6, 2009
Tuesday, May 26, 2009
Saturday, May 23, 2009
I was searching for that which would result in the most effective "way to be' toward others. My goal was safe, open, honest communication that would build; relationships, trust, synergy and the accomplishment of important goals.
Chip's goal was tactical safety and effectiveness for officers.
Primarily through our friends and authors; Gus and Diane Lee, "Courage: The Backbone of Leadership" we were exposed to the concept of unconditional respect.
Our divergent goals, met on this single point. Stick around and see for yourself what happens when you Unleash the Power of Unconditional Respect!
Friday, May 8, 2009
· Assist organizations in building a culture that is renowned for integrity and unconditional respect for all persons.
· Develop organizations with a safe, effective, proactive work force.
· Cultivate a culture where all team member’s creative energies and intellectual resources are released to produce exponential results that honor high core values and fulfill the organizations most important goals.