Check out the link to Chip's TEDx Talk below

Given recent events, people can see why some police officers may feel like society has turned against them.  One could also understand how feeling like this, while doing a dangerous job, could cause some officers to vacillate between hostility and apathy.  From there, it is easy to see that when officers feel hostile and apathetic, they behave this way.  When police behave this way, it invites reciprocating feelings and behaviors of hostility and apathy from community members.  In this cycle, officers and community members each receive constant reinforcement and validation of their feelings of hostility and apathy from the “other side.”  

Within the above described cycle, some officers may have a mindset that describes their work like this:

1. The system is out to get me, everyone is working against me
2. My basic mission is to survive each day and get through my career
3. By not caring and doing as little as possible, I limit my exposure to injury, persecution and prosecution

While this cycle is churning, mandated behavior changes will not address the underlying problem.  What is needed is a change in mindset. https://www.youtube.com/watch?v=4_29TS6jjsA

A link to an article by Charles, Jack and Randy Means

http://www.hendonpub.com/law_and_order/articles/2015/01/no_officer_safety_exception_to_the_constitution

Ferguson, Lessons Learned

There are many high-quality proposals under consideration in the aftermath of Ferguson.  These proposals offer the promise of improving on what local police do when performing their jobs.  At the same time, it is important to remember that it is possible to do all the “whats” of policing the right way but to be wrong at a much deeper level.  This involves one’s mindset, or how one is in relationship toward others while performing the tasks of policing.  

The following link presents an example of a Deputy who intuitively understands this difference: http://www.cbsnews.com/news/no-complaints-about-this-traffic-cop/.  Consider what Deputy Simmons does—writes tickets. Consider how Deputy Simmons is in relationship with others while he writes tickets.  He does not look down on people; “I am right here with you,” he says.  

The truth is that people really feel it when officers look down on them.  Dick Gregory explains this in the following segment http://time.com/3150053/ferguson-civil-rights-movement/. Looking down on another person while exercising a position of authority produces “hurt” and a “whole lot of emotions… that has nothing to do with the other night.”  This hurt can be deeply felt, even while all the rules and protocols are being followed.  

The unfortunate reality is that there is no hope in the near future of somehow eliminating challenging use of force events.  While it is impossible to predict when one will strike a community and police department, such events are sadly inevitable.  Also, there are people who, because of a deep hurt, feel a sense of responsibility to leverage local outrage following the event.  The media also feels the need to leverage local outrage in order to hold police accountable, not only for the challenging use of force event, but also for the deep, longstanding hurt felt by the community.  These realities will inevitably converge to create a kind of negative synergy against the police.

Police can complain, or they can begin to take responsibility for how officers see and respond to every person, during every contact.  Police must do this as officers go about fulfilling all the improved protocols and policies that are on the table.  Otherwise the hurt will continue even as the protocols improve.

The single safeguard police have is the establishment of a track record of respectful, high-trust relationships with every person, during every contact, every time.  Policing in today’s America requires a mindset which takes responsibility not only for what police do, but also how police see themselves in interactions with others while doing what they do.  

For an organization that is in deep conflict with their community, the solution would be a comprehensive threefold process that has real-time, publicly available accountability to be 1) Mission ready, with concern for the wellbeing of every officer;  2) Community centric, monitoring the quality of every contact officers have; 3)  Strategically focused to verify that community and organizational goals and objectives are being met.  These three feedback mechanisms are backed by constant training, coaching, counseling, mentoring, and accountability for officers and workgroups who struggle in any area.

More examples of how viewing people as people affects every aspect of policing can be found here:

http://vimeopro.com/user16762993/arbinger-in-law-enforcement.  

To See What I Know

http://arbinger.com/blog/to-see-what-i-know/

Dealing with what goes wrong or helping things go right

Bureau of Justice Statistics research indicates that up to 10% of the people who have contact with the police feel they have been mistreated.  Furthermore, up to 83% of people who had force used on them by police; felt the force used was excessive.  Noteworthy however, is this - of the people who reported feeling mistreated by the police, only 13% filed a complaint and only 1% filed a lawsuit.  

While an individual's experience is not necessarily objectively correct - these statistics are potentially very insightful.  One can see pressure and resentment mounting on a day-to-day basis.  At the same time, the vast majority of the people apparently have so little trust in the system that they make no formal complaint.  However we know they talk, blog and write comments on public forums regarding police stories in the media.  This animosity continues to build until an event releases the pressure and explodes into open hostility.   

It is common to deal with the explosion and act as if “these people” are unreasonable and ignorant.  However, that belief does not make the associated costs go away.  One police chief recently commented that the overtime alone for the recent unrest was over $600,000, but that cost pales in comparison to the “international black eye” suffered by a city that depends upon tourism – defending a $20 million law suit and potential results of an FBI probe.

Some agencies are beginning to see the  folly of remaining on the well worn path of simply dealing with what goes wrong.  Does yours?

MATTHEW R. DUROSE ET AL., BUREAU OF JUSTICE STATISTICS, U.S. DEP’T OF JUSTICE,

CONTACTS BETWEEN POLICE AND THE PUBLIC: FINDINGS FROM THE 2002 NATIONAL SURVEY, at v (2005)

Joanna C. Schwartz. What Police Learn From Law Suits. Cardozo Law Review. 2012, Volume 33:3

Justice and Compassion

These two concepts intersect at the noble roots of policing, and together provide solid foundation for Noble Courage.  Let us consider extreme lessons from history in hopes of better understanding these precious virtues.

Justice - Tyrants argue that justice is obtained by enforcing all their laws with cool, calculated precision.  Bullies and thugs derive twisted satisfaction from being enforcers of the despot’s tyranny.  Could desperate times ever create a breeding ground open to a “Hitler-esk” siren call, hypnotizing the masses in America?  If so, the “thin blue line” of courage, running through the heart of every American Guardian, would stand strong to protect our society from lapsing into tyranny.  Humanity must never wait until tyranny is knocking at the door, to begin to sustain Noble Courage.  At that point, no one will be able to care, if or when people begin to care; it will simply be too late.  The courageous ones will be the outlaws; the “cops” will be the thug enforcers.

Compassion – Despots go through great pains to drain the sap of human compassion - from their minions first and ultimately from all who fall under their tyranny.  The most noble of guardian’s have a deep conviction in the exact opposite direction.  Noble guardians have an almost innate sense which harkens back to ancient times, calling them to a life style commitment.  This commitment is the driving force for them to develop and maintain individual STRENGTH.  At the same time, these noble guardians temper their strength, attending to the greater good with a pledge to selfless SERVICE, personal SACRIFICE and shared SUFFERING.  These character qualities merge in the noble guardian to produce empathy for others, with a commitment to justice and a strong desire to relieve suffering – this is Noble Courage.

Hold the line noble guardian while others rest secure.  Just remember when you face down street level suspects - value and honor them as people.  If you do this, these suspects will teach you a valuable lesson with every interaction.  The real difference between a noble guardian and a strong thug is an unwavering commitment to justice and compassion, which fosters and sustains - individual STRENGTH, selfless SERVICE, personal SACRIFICE and shared SUFFERING.  Waiver in these commitments and Noble Courage fades – a strong thug emerges.    

Force Science Research Institute Reviews Unleashing Respect Project

Take a look at the recent article from Force Science Research
www.forcescience.org/unleashingrespect.pdf

Restoring Nobility

The profession of policing is noble because it based on timeless, universal, objective principles that are inherently good - Good for people, families and society. (Ancient Warrior codes of humble, sacrificial service; Aristotelian principles of the Noble Guardian, Peelian and Constitutional principles of working for and under the consent of the governed with the general welfare of our communities NOT the visible actions of policing as indications of success). All of these would to connect policing to what Aristotle would have called the “telos” or core purpose of policing. Character development in these areas is the most complex to accomplish, requiring education and moral development.


At the same time the procedures or actions of policing are not inherently good, they can be good or bad, depending on the context and motivation. Skill set development in these areas is less complex to accomplish, requiring training with repetitive drills.

Let us take a simply understood example, which has direct correlation: disciplining a child. The noble motivation “telos” is the love, care and concern for the immediate and long-term wellbeing of the child. The “actions” or procedures of disciplining a child can be done with good or evil (you pissed me off, you inconvenienced me, you made me look bad) motives. The problem: The moment one mindlessly (subconsciously) slips into the insidious belief that the actions of discipline are inherently good; one has become a potential danger to the well being of children. The self-righteous indignation one can feel while doing the activity of discipline, devoid of inherently good motive, sends one down the slippery slope to evil and insulates one from reasoning to the contrary (the loss of wisdom).

Oddly, the reverse can be true. If another sees the evil done by discipliners who have become disconnected from the inherently good motivation of love and care – and reacts by ceasing all actions of discipline – they too have become a danger to the well being of children (the loss of wisdom).

Problem: The procedures and activities of policing has generally become the focus of training, management and accountability systems within policing. This tends to create a subconscious disconnect from the “telos” or inherently good and noble principles of the profession (particularly when an organization makes little or no investments in moral character development). Not only does this breed discontentment and resistance from disenfranchised community members (losing the consent of the governed) it also breeds misery and apathy within our noble guardians.

The combination of these creates an operating environment ripe for problems – at the same time most police interactions are being video recorded. On the rare occasion when an officer slips, or appears to slip, over the line – the organization tends to isolate and scapegoat the officer implicitly saying; “we have no intrinsic flaws in our education, training, management or systems, this officer was simply a fluke bad apple.” Occasionally the organization circle around the officer and the entire organization tends to become a scapegoat. Once again, mindlessly dismissing the idea that there are lapses in overall moral character development along with intrinsic flaws in the training, management and systems of policing – “This organization is a bad apple.”

Unfortunately, the cycle tends to repeat itself because corrective measures taken against officers and organizations tend to be purely and simply punitive (actions and procedures taken devoid of inherently good motives – good motives simply cannot exist in a state of ignorance of underlying causes). After punitive actions, the next phase (of corrections disconnected from noble cause) tends to take aim at limiting the ability or inclinations of officers to engage in a sacred public trust: The sanctioned use of force and violence to uphold the rights and secure the safety or community members. This again is akin to ceasing all discipline and corrections for a child; it spoils the child, ruins the relationship and leaves the child miserable, unsafe and unprepared for the realities of life – all in the name of protecting the child from a corrupt discipliner. As Aristotle said:

"Men acquire a particular quality by constantly acting a particular way. We become just by performing just actions, temperate by performing temperate actions, brave by performing brave actions." - Aristotle

When bravery (the acts of policing) becomes disconnected from commitment to simple justice and the moderating affects of humble self-control (the telos of policing) you end up with raw authority carried out with cool indignation. All of which flies in the face of the noble cause of policing, even while professionally carrying out the actions of policing.

Yet another Project Video

http://www.youtube.com/watch?v=jRsJKSGB1v0&feature=related

Latest Project Video

Check out the latest Project video.

http://www.youtube.com/watch?v=cPofF-sOaIE

Unleashing Respect Project update

A few weeks ago, Force Science Review http://www.forcescience.org/fsinews/2011/08/force-science-news-185-cops-not-guilty-in-mistaken-killing-of-child-scan-patterns-oiss-the-lizard-brain/ featured the Lizard Brain video. As a result, PoliceOne picked the video up this week. http://www.policeone.com/community-policing/articles/4374198-The-Lizard-Brain-and-police-officer-safety/. We are very grateful for these positive reviews from very reliable sources.

We have three more videos at Video Perceptions now. One provides an overview of the Project philosophy, one an overview of Power4Synergy our engagement / communications system, one provides a cost / benefit analysis of simply combating criminals verses a comprehensive plan borrowed from the US military where one combats the culture that supports criminals. Please subscribe to our YouTube channel so you will get notified when the new videos are released.

More with Less

With the downturn in the economy, policing organizations are confronting the need to do “more with less.”  At the same time, in many places around the country, policing units are making an amazing discovery – even while tax dollars are drying up, there exists a practically endless stream of resources available to supplement the mission of policing.   As an added benefit, what it takes to tap into these resources simultaneously increases officer - safety and personal satisfaction along with health and well-being. 

We invite you to explore the source of this influence with us!

Unleashing Respect Project

Take a look at the video (about 12 minutes) and then visit the web site for the project.  http://unleashingrespectproject.com/

Police and police departments are poised like no other profession to offer culture-changing leadership in the 21st century

When do community members usually experience contact with police? Often, contact occurs when a criminal act or something traumatic has occurred. This tends to leave people emotionally vulnerable, needy, and thus impressionable – right where they live! Who, besides the police, have the opportunity to hear and respond to the voice of those who feel oppressed, and weak – at ground zero – where and when it really matters?


To explain this, let me use the term C.O.I.N. from the U.S. military. Put simply, C.O.I.N. means working to create a COunterInsurgency eNvironment. This means that the Army “fights” insurgents (those who oppose law and order) by building relationship with the community they are protecting. What a concept for policing!

Here are some thoughts on putting C.O.I.N. into circulation through police officers and police departments.

“C.O.I.N. Press” (officers must press C.O.I.N. upon themselves; they must become the bearers of the image they want to see replicated). Police officers should consider Ghandi’s advice and become the change they would see in the world. What do our most troubled communities need? The general need is for people with Humility to have empathic insight, Compassion for the plight of others, along with the courage and boldness to challenge the status quo. The specific need is for police officers who are skilled, conditioned and trained (this comes at a high cost of personal daily commitment few are willing to pay) to discharge their sacred public trust with effectiveness and vigor (the sanctioned use of force to secure safety and security in our communities).

Putting C.O.I.N. into circulation (don’t bother until C.O.I.N. is “pressed” upon you) – by inspiring our communities through passionate leadership - this stuff travels like a rampant, positive social virus:

• Courageously and relentlessly confront our own prejudices, biases and fears that prevent empathy in relationships

• Employing conversation to transform an angry person into a supporter, even a raving fan

• Making human connection that leaves the victim of a crime touched by heartfelt service

• Finding “wealth” and a sense of self-fulfillment in generosity – nothing is more satisfying or more contagious

A response to recent Kansas City Star articles regarding low clearance rate for KC homicides

What if the low homicide clearance rate is the logical and inevitable outcome of systemic flaws embedded in our current systems? What if genuine solutions were simple, but by necessity challenged some of our most cherished assumptions?




The experience of teaching and consulting in various parts of the country has convinced us that one could not find a harder working, more dedicated group of homicide detectives than those who serve Kansas City MO.



Chief Corwin is correct; the department needs more community partners like Lynda Callon. The strength of the partnership built with Lynda is primarily due to the efforts of Chief Corwin. To further this goal, the Chief and his Deputies support programs aimed at creating a more responsive, compassionate culture on the KCPD.



Beyond support of Chief Corwin’s efforts, however, we would like to offer some alternative thinking regarding this issue. After all, one cannot separate human thinking from human being. Albert Einstein said it like this; “We cannot solve our problems with the same thinking (the term “thinking” is used loosely, see our first bullet point) we used when we created them.” We do not claim to have easy answers, but we would like to offer a paradigm-shifting perspective from which answers could spontaneously flow (as they did at the Westside CAN).



We submit a brief address of three points: 1) Why the KCPD does not have more effective community partnerships. 2) Why the Star, our city and our Chief, herald Lynda Callon and the Westside CAN, and yet the model is uncharacteristic in KCMO 3) Hope for the future



Why the KCPD does not have more effective community partnerships



• The men and women of policing work in a profession steeped in outdated paradigms, traditions, values and norms, (as are the governments that oversee the profession). As a result, policing as a profession has grown increasingly narrow-minded and unresponsive to the “people” realities of the 21st century.

o Equal to and growing out of this narrow-mindedness, the profession experiences ever-increasing levels of self-righteous indignation toward members of our disenfranchised communities (we could tell countless stories about how officers feel righteously indignant towards community members).



• On the other hand, we continue to be haunted by heartfelt stories from people who see the police as an oppressive force that carries out minutia acts of “law enforcement.” They see the police as doing this to them, while having no compassion for the real suffering people experience daily. We know people who have moved from the suburbs into the east side of KC expecting to work with the Police to help revitalize the area, who are shocked by the hostility they sense from Police.

o The angry resentment members feel when confronted with these perspectives exacerbates and perpetuates these problems.



• At the same time, those who desire to “fix” the problems naturally (but thoughtlessly) tend to do so by hurling accusations and condescending comments; thus completing and perpetuating the malicious blame cycles to which our city has become so accustomed. Real solutions tend to be remarkably simple in nature (see final section, Hope for the Future). Nevertheless, embedded in all levels of our local geo-political systems are complex social, structural and functional maladies that will not be “fixed” with a few adversarial comments. Everyone must come to the issue with deep humility – only then is genuine empathy possible. The synergistic results our city desperately needs will grow only in the fertile soil of humility and empathy.



We submit that the above stated collusion cycles between the KCPD and our communities make relational partnerships practically impossible.



Why the Star, our city and our Chief, herald Lynda Callon and the Westside CAN, yet the model is uncharacteristic in KCMO



• The systems and culture within the KCPD generally work against this type of partnership. The CAN Center in its current form only exists because of the direct intervention of Chief Corwin. If it were not for Chief Corwin, the systems on the KCPD would long ago have rendered the CAN Center ineffective or non-existent (ask Lynda).

• The current idea of how to “police” high crime areas is to do zero tolerance enforcement activities. This policy sends officers into high crime areas seeking to do enforcement activities (write tickets, stop pedestrians, and do car and residence checks). This amounts to what we like to call “mindless enforcement of laws” rather than “impartial service to the Law.” For this reason, people who live in high crime areas come to see the police as oppressive predators prowling after them and waiting for them to break some minor ordinance. Some actually report being afraid to move about their own communities . This is NOT to say officers should back off on proactive policing activities. Nevertheless, with relationships formed, policing activities could focus on the type of criminal activity that destroys our communities, not mindless enforcement of laws. Until we accomplish this:

o People feel trapped between two fears: the gang members and drug dealers on one side, and the snarling “sheep- dog” police on the other. This creates what the military would call a PIN (Pro-Insurgency eNvironment). Gang members and drug dealers will move about feeling exempted and immune from law and order in such an operating environment.

o The fact that community members do not cooperate with Police, leaves officers with attitudes of disdain toward community members. It is impossible not to communicate disdain; people react to the disdain - which justifies more disdain… etc…etc…etc…



This stuff is tough to say and tough to hear, but seeking to understand this reality is the first step to changing the social climate that supports the "us versus them" mentality. The community support we once took for granted has eroded, and we simply cannot be effective without re-establishing mutual trust. Standing back and pointing the finger at the community might feel justified, but we exist to serve THEM, not the other way around. It is our responsibility to build these relationships...this is what we signed on for - whether we admit it or not. If it were easy, we would be out of a job. As Westside CAN has demonstrated, it is possible to achieve exponential results when you care enough to approach public service with humility. As leaders, we must do all we can to equip our fellow servants with the spiritual, mental, and physical toughness they need to be relevant in the struggle for the hearts and minds of our community members. "We can't talk our way out of a problem we behaved our way into...”

The basis of the problem is our innate unwillingness (not just cops, all of us) to have a true sense of respect for the realities of other people. We tend to focus on our personal goals while minimizing the needs and desires of others. At the same time, we drastically over-estimate the relevance of our own opinions and ideas to what is really going on around us. When our best-laid plans fail, we automatically present ourselves as the victims of forces we cannot control (like the attitudes and values of "these" people, etc.) This is a false presentation - and all of the emotions and solutions that flow out of it are by necessity false.

Hope for the future

We ALL tend to be indifferent toward the plight of others to one degree or another. As a result, our minds manufacture “self-justifying capital” out of the weaknesses of others. Unfortunately, “self-justifying capital” is like an addictive hallucinogen. It makes us feel better, but deteriorates quality of life, while simultaneously isolating us from reality:

• The reality of the operating environment (what forces are at work, how people and situations really are)

• The reality that we are in fact the cause of our own demise (by manufacturing “self-justifying capital” out of the weaknesses or misfortunes of others)

We offer some simple solutions with far reaching implications. Anyone who would be part of the solution should consider:

• Unconditional respect for my own humanity (humility)

o The weakness I see in others is simply a reflection and reminder of the weakness in me

o Invite candid, ongoing accountability from others around high core values

• Unconditional respect for the humanity of others (empathy)

o See others as people deserving the basic human dignity of my efforts to seek to understand their challenges, struggles and sorrows

• Unconditional respect for my responsibility to be responsive to the needs of others (synergy)

o Prioritize personal accountability and responsibility – especially with “subordinates”

o Minimize / eliminate the use of authoritarianism, and instead rely on relational influence – this is where real power resides

It does not take everyone being on board to make a significant difference; a humble, dedicated few can “tip” the organization and then the community. We got to this place in the exact same manner we will evolve from it: one contact at a time.

Because the KCPD employs the finest group of men and women serving our country in this profession, and because caring, responsive people primarily populate our communities – all we have to do is break the self-perpetuating collusion (relentlessly blaming each other) cycles! Once these cycles are broken - deep, responsive, meaningful partnerships will spontaneously emerge. “Robo-Cop Herding the Dispirited” will be a thing of the past. Light will dawn on a new day of currently unimaginable resources, ideas, real answers and synergistic results!

With unconditional respect, KC police serve warrants with fewer complaints - KansasCity.com

With unconditional respect, KC police serve warrants with fewer complaints - KansasCity.com

Unleashing the Power of Adversarial Perspectives

Some estimate that we self-talk (internal dialogue) at a rate of about 1200 words per minute. Given that, most self-talk takes the form of personal justifications (why I am right) and external blaming (reasons why others who are not completely useful to my rightness are wrong) it is little wonder that it is often said; “healthy people talk to themselves, unhealthy people listen to themselves.” In other words, all you have to do to hear a constant stream of personal justifications and external blame (which has the affect of destroying true; self-awareness, environmental awareness, responsiveness to others and thus relationships) is to fail to talk to yourself.


One example of effective self-talk is intentional valuing. Once I am humble enough to admit to myself that my ceaseless, natural internal dialogue (1200 WPM) is anesthetizing, blinding and destructive I come to value alternative and adversarial perspectives. I create an intentional value system that covets alternative/adversarial perspectives of those around me. I come to see adversarial perspectives as the best hope I have of breaking my natural proclivity to self-deceive.

This is counterintuitive so let us try an analogy. I have a friend for whom squirrels became a great source of loss and frustration. The squirrels would make nests in her car engine compartment and chew up the vehicle wiring harness, causing hundreds of dollars in damage, overnight! Imagine (the rest of this is pretend) if the damages became so repetitive that she could no longer afford to fix her car. As a result, she lost her job and was unable to pay her bills or even buy food. Eventually her hunger and deprivation caused her to begin to see the annoying squirrels as a source of nourishment. Now she studies the squirrels, discovers how to harvest them, clean them, prepare them and consumes them. Now she receives vital nourishment from what had previously been nothing more than a costly annoyance. Besides being nourished and strengthened, while harvesting and cleaning the squirrels she learns to be more aware of her physical surroundings and is thus safer.

Here is a critical point: The friend would not become a squirrel, by ingesting squirrel – rather the squirrels provide nourishment and strength as long as they continue to present themselves to her. If the squirrels leave the area, my friend looses the annoyance, but she also looses the nourishment.

We should learn to value alternative perspectives like squirrels. The adversarial perspective, once an annoyance, can become a source of nourishment and strength. Nourishing my situational awareness and thus strengthening my effectiveness. I must discover the best way to proactively capture alternative perspectives, clean them, prepare them and ingest them. I will not become or adopt the adversarial perspective by ingesting it; it will rather nourish and strengthen me!

Consider a recent training session where two women (not police department employees) who live in the inner city attended. These women had a rather adversarial perspective of the police. In a nutshell (pun intended), they saw the police as uncaring about the many tragic homicides. They also saw the police as oppressively consumed with mindless enforcement of minor traffic ordinances. As the women spoke, you could see the anger and disdain spread across the L.E. attendees (these members work hard and have the best of intentions the anger was rooted in fear). This adversarial perspective was consuming the wiring harness off the engine of self-justification. L.E. members predictably shunned and isolated the women during breaks, talking about them with hushed tones of contempt. On the third day, however (after “getting out of the box”) the women shared a similar adversarial perspective. But in contrast, during break, several L.E. members gathered around the women, leaned forward and were listening! The L.E. members had apparently begun to value the adversarial perspective. To the extent members “cleaned, prepared and consumed” the adversarial perspective their situational awareness was dramatically increased and their effectiveness was strengthened. They did however not become squirrels.

Chip Weighs in on the "Warrior" Discussion

Every so often, I find myself speaking to someone who questions what it truly means to be a Warrior. I am sure there are many different images that come to mind when you hear someone referred to in that light. Is the running back who rushes for 1000 yards in a single season a Warrior? How about the Heavy Weight Boxing Champion who wins most of his bouts by knockout, or the MMA fighter who is undefeated?


"Bushido" means "way of the warrior," and the word "Samurai" literally means "one who serves." On the surface at least, a solider or police officer must surely qualify for the title. Does graduating the police academy or completing basic training make one a Warrior? Perhaps....

Let's consider this from another perspective: Trained mechanics know how to change the oil in a car. I know how to change the oil in a car. Does that qualify me to call myself a mechanic? Certainly not. I am missing practically all of the other skills necessary to deserve that title. Using that logic, is it possible that one can fight and even serve others, without being a Warrior? I offer that someone can be an extremely skilled fighter or a selfless public servant without being a Warrior. So, what then is the difference?

Physical competence is very important. I think a Warrior must be skilled in combat and properly conditioned. She must be able to protect others and have the confidence to face deadly threats. The Warrior doesn't have to fight, but she must be prepared to do so if the need arises. I think a Warrior must have mental clarity. He must know what he can do and be astutely aware of his limitations and options. The Warrior understands that battles are won or lost in the preparation. A Warrior should have a spiritual certainty that permits him to lay down his life in the service of others. These things are all critical to Warriorship, but they are not unique to the Warriors among us. There is another, invaluable ingredient.

The true Warrior understands that the most important battle to be fought is an internal one, and the foe is extremely formidable. The Warrior's battle is the battle against his own fears, biases, prejudices and loyalties that prevent him from acting for what is right. It is a battle against self. A Warrior respects the humanity of all persons and, as a result, respects their adversarial potential as well as their individual rights. The Warrior is tactically and interpersonally effective. The ideal balance of compassion, love, virtue and viciousness. A Warrior faces ALL her fears, both internal and external.

The path of the Warrior is not for the feint of heart. Some of the attributes appear soft on the surface, but nothing could be further from the truth. Many people are at war with the notion of valuing the humanity of others. I was for a long time, and I continue to struggle with it everyday. The battlefield is in our hearts and minds, and the true Warrior exists for the fight....

Legacy of Excellence Conference in Calgary Canada

A couple of weeks ago Chip and I had the privilege of presenting our “Foundations” material at the Legacy of Excellence Conference in Calgary Canada. Brian Willis of Winning Mind Training, hosted and managed the conference extremely well and provided top-notch training. I could tell that the conference is truly a labor of love for Brian and his family!


One of the presenters was kind enough to provide in-depth feedback regarding “Foundations.” A couple of his comments had me thinking deeply for a couple of days before I responded. His concern arose after talking to a couple of younger officers over breakfast the day after our presentation. One concern regarded a need to provide the base motivation for participants, namely “What’s in it for me” WIIFM. The second concern surrounded the fact that Chip and his experience as an S.W.A.T. team leader presented him as practically superhuman and therefore irrelevant to the average officer. Below is a paraphrase of my response, which I thought was worth posting on the blog.

Without a doubt, WIIFM – has been a long standing lever, for our western culture generally and L.E. specifically. WIIFM is a holdover from carrot and stick management practices that are Newtonian in concept and output. (You only get out of something – an amount equivalent to what you are able to put into it). Current research proves this to be true (Drive: The Surprising Truth about What Motivates Us – Daniel Pink, Predictably Irrational – Daniel Ariely, Sway: The Irresistible Pull of Irrational Behavior – Ori and Rom Brafman) all support the same idea. If you appeal to the selfish / pleasure centers of the human brain, you shut down the altruistic center. The altruistic center is where Chip and I want to appeal and work! That is where our profession desperately needs to be. We are calling for a “Revolutionarily Traditional way of being police in the 21st century.” Revolutionary - because we call for a break from the current ME – ME - ME cultural mindset we live under. Traditional - in that we appeal to time-honored concepts of self-sacrificing service for a noble cause, much more inspiring and greater than our own myopic self absorbed, self-glutting motivations. We are pursuing quantum, synergistic, viral, rapid, deep change and outcomes. We can only get there by appealing to the altruistic centers of the brain and heart. If the officers you talked to did not see WIIFM, Chip and I did indeed fail them and for that I am truly sorry, not because we did not cover WIIFM, but because we left them thinking that way!

Please see these blog posts for more thoughts on this:

http://unleashingrespect.blogspot.com/2010/07/fear-has-lost-its-value-and-has-become.html - http://unleashingrespect.blogspot.com/2010/04/revolutionarily-traditional-way-of.html http://unleashingrespect.blogspot.com/2010/06/my-review-of-linchpin-are-you.html

As far as Chip not being, a “mere mortal” remember his stories of being a “recovering coward” and an “abject failure as a father”. What others are seeing is the natural outcomes of the quadrants – decisiveness with humility and empathy = synergy (discovering and unlocking the power of existing structure and order to accomplish critical mission – as opposed to always trying to control and subdue the differences and variances we encounter). To the casual observer, this appears superhuman. In reality, the outcomes are merely the exponential results that spontaneously erupt when unconditional respect for others releases their efforts and potential around the mission.

Chip's Review of Force Science Institute Certification Course

I (Chip) recently had the opportunity to attend the Force Science® Institute Certification Course hosted by the San Jose, California Police Department. I cannot say enough good things about the quality of the instructors and the curriculum. The training was informative, thought provoking, and delivered in an extremely professional and digestible fashion.

The 5-day course began with opening remarks by Dr. Bill Lewinski, founder and director of the Force Science® Research Center and the Force Science® Institute, Ltd., which is a research, consulting and training organization focused primarily on human behavior in use-of-force situations. Dr. Lewinski’s passion for law enforcement was evident during his heartfelt opening statements, these comments set the tone for the weeklong course.
My fellow attendees and I received lectures by some of the best educators and practitioners in the areas of Psychophysiology, Neuro-Anatomy, Human Performance, Post Trauma Interviewing, Kinesiology and Legal Implications. Dr. Matthew Sztajnkrycer taught a block of instruction titled “Understanding & Leveraging the Psychophysiology of Emotional Intensity,” which dealt with fear, the arousal response and physiological and psychological changes experienced during moments of peak stress. Dr. Joan Vickers, a Professor in the Faculty of Kinesiology at the University of Calgary, Alberta, lectured the group on several aspects of Neuro-Motor Psychology. The most fascinating aspect of Dr. Vickers presentation dealt with a perception-action variable she calls “The Quiet Eye.” She was able to deftly apply lessons learned from working with elite athletes to decision-making scenarios officers are faced with during deadly force encounters. Mr. Chris Lawrence, a charter member of the Technical Advisory Board for the Force Science® Institute with over 30-years of law enforcement experience led a discussion on the Fundamentals of Human Performance. This talk outlined basic principles regarding human response capacity. Lawrence supported the content with empirical research and appropriately related the findings to post use of force incident investigation. Dr. Edward Geiselman, Professor of Psychology at UCLA and co-developer of the Cognitive Interview Technique®, shared memory-enhancing techniques for investigative interviewing. Based on scientifically derived principles of memory and communications theory, Geiselman applied these interviewing techniques to the analysis of actual police interviews. This system is relatively easy to train and implement and has been proven to reliably increase the amount of information obtained during an interview. Clinical Forensic Psychologist Dr. Anthony Pinizzotto, formerly of the FBI’s Behavioral Science Unit, shared the results of 20-years of research into officer safety. The lessons learned by Dr. Pinizzotto and his team of researchers during interviews with hundreds of officers and suspects are invaluable to law enforcement. Dr. Lewinski returned to the podium periodically throughout the week to summarize the material presented by the other speakers. He also spent a great deal of time helping the class to understand the Biomechanics of Deadly Force Encounters. He utilized real-life case studies, video analysis, and actual research conducted by the Institute to demonstrate the effects of human factors and environmental features that press upon law enforcement officers who are engaged in deadly force decision-making processes. Finally, Mr. John Hoag, Esq., owner of the law firm Snyder and Hoag, LLC, lectured on Post-Shooting Policy and Legal Implication. The information gleaned from Mr. Hoag provided legal validation for operationalizing the scientific principles we had been learning all week.

The course was extremely challenging, but a whole lot of fun—especially if you enjoy learning from the best. Each participant was required to pass a comprehensive written examination—one of the tougher ones I have taken in my law enforcement career—and take part in a group case study, which was presented to the staff and fellow students on the last day of the course. I had a great time, which was made better by a surprise appearance by my good friend Dr. Alexis Artwohl, co-author of Deadly Force Encounters (http://www.amazon.com/Deadly-Force-Encounters-Mentally-Physically/dp/0873649354) Alexis stopped by for a couple of days to help the groups prepare for their case study presentations. Alexis, Josh Lego, and my new friend, Felipe Gonzalez of the New Mexico State Police, had the opportunity to eat lunch together and reflect on the lessons we learned during the course—as well as share a few laughs. This course is a MUST for anyone involved in use of force policy-making, training, and investigation. I encourage all administrators to consider the this invaluable content provided by Dr. Lewinski’s team of experts. The knowledge garnered from this course has the power to save lives, careers and operating budgets!