| Calendar | Add A Class | College Degrees | Online Classes | DVDs & CDs | On-site Classes | Advertising | Contact Us |
 

 

 

 

Sign up for FREE training articles & class updates Your Email:

 

 

cleardot.gif (807 bytes)

 

cleardot.gif (807 bytes)

July 2015

Important: To ensure future delivery of the Policetraining.net newsletter to your inbox (not bulk or junk folders) please add our "From" address info@policetraining.net to your address book or e-mail whitelist.

in this issue . . .

 

 

- Sponsored By -
   

line-small.gif (227 bytes)


The Stress-Proof Career

Stress comes with the territory, but these three habits will ensure it doesn't end your career (or your life...)

By: Jeff Shannon Calibre Press

Highly publicized events of the last year confirm for me that these are difficult times to be a cop. In addition to the usual family, organizational and personal stress we carry with us, we’re now up against homegrown violent extremists. Additionally, antipathy for law enforcement is particularly high in many communities throughout the country. Not surprisingly, more cops on more skirmish lines facing more hatred from the public stresses us out. Bottom line: It’s more important than ever to cope with our stress in ways that are life enhancing rather than personally destructive (i.e., more stress = more booze).

As a stress and wellness law enforcement instructor, part of my job is converting behavioral science research into practical steps officers can take away and use immediately. Working on our “stress hardiness” is a perfect example.

What happens to a bunch of male executives when the company they work for breaks apart? Pretty stressful stuff! What happens when their world is rocked and their future is up in the air? Researchers Suzanne Kobasa and Salvatore Maddi asked these questions when they studied the divestiture of the Illinois Bell Telephone Company. What they found was some of the 200 executives got sick and some didn’t. Kobasa and Matti then studied the people that didn’t get heart disease, cancer and panic attacks. What was it that protected them from such intense stress?

Apparently, they had developed a mental habit that turned stressful events on their head, making them not just survivable, but life enhancing. They have what the researchers called the “stress-hardy personality.”

LEOs who do well share with these executives the three Cs: control, challenge and commitment. These are words I invite you bring into your life, learn about and practice. The longer you’re able to stick with it, the more likely they’ll become natural coping strategies.

Challenge: Understand (at a deep level) that our jobs and the expectations of our bosses and the public are always changing. Like the reactionary curve, we want to anticipate change rather than get caught reacting to it.

Example: You may find yourself dealing with angry protesters and you might feel yourself the victim. The alternative: You let go of what you’re “supposed to be doing” and take it as an opportunity to develop your personal flexibility. Rolling with change is a skill. It’s a skill that will help keep us sane and healthy throughout our law enforcement career.

Control: Actively, consciously, and regularly remind yourself to let go of the things you have no control over. Instead, focus your energy and effort on what you do control. After being laid off, some of the executives at Illinois Bell sat at home ringing their fingers, fretting, or punching their walls. They wanted to control what was already settled. And it took their health.

Others spent little time on this. They immediately turned their attention to what they could do … and did it. Two areas law enforcement officers always control is our level of professionalism and our attitude.

Commitment: Commitment is not forgetting what’s important in the big picture. Too many of us don’t reflect regularly on why we became cops or what kind of person we want to be, and so we lose the bigger picture. If you wanted to be a cop to help people,

remind yourself of that. Last I checked people still need your help. If you wanted to put bad guys in jail, remember that’s what brought into the job and work toward making that happen.

What are you committed to? What’s really important to you in this work? Answer these questions. Okay, now keep the answers close to your chest and try not to forget it when life’s challenges start to get in the way.

Conclusion

You won’t find the three 3 Cs in your favorite TV shows. You can’t take them as pills. It takes dedication and work not to forget them. I used to write a small “C” in the webbing between my right thumb and first finger. I picked that spot because it would often come into view without my effort. When I glanced down and saw the C, it would remind me to see where in my current situation I could apply challenge, control and commitment.

Stress kills. It kills overtly, by making us do stupid stuff, and it kills covertly, by destroying our health. Despite the challenges we face in law enforcement, there are proven ways to reduce the impact stress has on our bodies and minds. The three Cs are tools. Deploy them often to ensure a long and healthy career.

Jeff Shannon

Jeff Shannon is a police officer, law enforcement instructor and a licensed marriage and family therapist. He teaches Wellness and Crisis De-Escalation as part of the Alameda County, Calif. Crisis Intervention Training program. Jeff is recognized by the California Commission on Peace Officer Standards and Training (POST) as a subject matter expert in the area of stress management for law enforcement. He can be reached at jeffshannonmft@gmail.com

 line-small.gif (227 bytes)

Fitness Tip from 

Build strength to stand your ground while being pushed laterally. The exercise in this video is not only appropriate for a variety of fitness levels but provides a challenge with a partner—no equipment needed!.
 

    line-small.gif (227 bytes)

Investigating Issues of Intent

By John Reid & Associates

(Please Note: If you wish to print and share an Investigator Tip with your colleagues, the John E. Reid 'credit and permission' statement following the article must be included.)

Two recent news events have centered around a person's intentions. The first was the shooting of Trayvon Martin by George Zimmerman. The second was a White house correspondent named Neil Munro who was accused of heckling President Obama by interrupting the President's speech. 

Neither individual is denying the primary accusation; George Zimmerman openly acknowledges shooting and killing the unarmed victim. President Obama's news conference was televised and Mr. Munro does not deny that he is the reporter yelling out questions while the President was speaking. Yet both individuals are denying guilt because of lack of intent. Zimmerman stated that he believed his life was threatened and he acted properly under the "stand your ground" legal doctrine. Munro stated, "I timed the questions believing the president was closing his remarks because, naturally, I have no intention of interrupting the President of the United States."

In presenting their explanations, both Zimmerman and Munro may appear plausible and credible. However, unlike behaviors, which are concrete and fixed in time, a person's intentions often represent a personal cognitive assessment that can be manipulated with time and motivation. Under this circumstance, a person's exhibited behavior symptoms may serve as a poor indicator of credibility.

To be sure, some claims relating to legal intent directly involve specific behaviors such as a man claiming that he shot his neighbor in self-defense after the neighbor first fired a gun at him, in which case he would know if he was telling the truth. However, many of these claims are based on subjective cognitive assessments such as personal perceptions, beliefs, or claiming lack of knowledge. When a suspect's claim of lack of intent starts with the statement, "I thought", "I believed", or, "I felt", the investigator is dealing with a cognitive assessment.

To illustrate the difference between behaviors and cognitive assessments, consider a hit and run where a pedestrian was struck and killed. The owner of the vehicle denies driving at the time of the collision. This represents a behavior. He certainly knows whether or not he was driving and, consequently, whether or not he is lying or telling the truth. 

But let's change the facts where the owner openly acknowledges driving the vehicle at the time of the collision, but states that he is not legally responsible for the pedestrian's death because the pedestrian walked right out in front of the vehicle and the collision was unavoidable. This explanation represents a cognitive assessment by the driver. In his mind, of course, he will perceive the collision as unavoidable and therefore, that the explanation is a truthful statement. This internal belief will persist despite the fact that the driver knew he was speeding, trying to find a decent station on the car radio and talking on his cell phone at the time of the collision.

Behaviors can be proven through evidence. Fingerprints or DNA can directly place a person at a particular location, surveillance video can show a person engaging in a particular behavior and biological evidence can prove that two individuals were sexually intimate. 


However, intentions often can only be inferred. A homicide suspect may claim that a gun discharged inadvertently resulting in the victim's death; a fraud suspect may state that at the time he wrote the check he believed there were sufficient funds in his account to cover the check or a man may claim the he believed the girl whom he had sexual relations with was 18 years old. These types of claims, typically made by suspects implicated by overwhelming evidence, each involve cognitive assessments which cannot be directly proven or disproved. Rather, the investigator can develop investigative information that may reveal the suspect's claim to be improbable, e.g., that a death was probably not accidental considering that the gun was fired three times.

With this in mind, the first lesson when investigating issues of intent is to appreciate that assessing the credibility of a person's stated intentions through behavior symptom analysis may be quite misleading. A better approach to assess the true intentions behind a person's actions is through factual analysis. In other words, the investigator will attempt to support or refute a person's stated intentions by identifying behaviors and events surrounding the incident, as well as evaluating the person's propensity to form wrongful intent.

To illustrate, consider a woman caught shoplifting a pair of sunglasses. A loss prevention investigator observed the woman place the sunglasses on top of her head and leave the store. When approached, the woman appeared confused and bewildered, and explained that she had fully intended to pay for the sunglasses, but forgot that they were on top of her head.

If the woman placed the sunglasses on her head and shopped for another 20 minutes before going through a checkout line to purchase 12 other items in her cart while casually talking to the cashier, her explanation is fairly credible. Further, if the woman was a regular customer who was elderly and had occasional episodes of forgetfulness the explanation becomes even more credible. 

However, if the woman was seen carrying the sunglasses in her hand and, after noticing long check-out lines, placed the sunglasses on her head and briskly left the store, her explanation does not sound very credible. Add to this the fact that the woman lived in a different community and had no reason for shopping at that particular store and had three prior convictions for shoplifting, her explanation becomes even less credible.

To develop information for factual analysis the investigator should ask questions that address specific behaviors ("What did you do", "When did you do it"). Anything falling outside of normal behavior should be followed up with "why" questions, e.g., "Why did you wait 30 minutes to report the shooting?", "You already have 4 pair of sunglasses why did you want to buy a fifth?" 

In addition, questions that address propensity (behavioral tendencies) should be asked. While propensity does not prove guilt, it can go a long way in establishing a person's true intentions. The following questions each address propensity:

"How many times have you shoplifted merchandise from a store?"
"Have you been questioned about shoplifting from a store?"
"Have you been convicted of shoplifting ?"
"Has anyone ever approached you asking you to (engage in crime)?"
"Have you thought about (committing crime)?"

For reasons previously discussed, "Did you intend to ..." type questions may not reveal valid behavior symptoms. However, this issue can be addressed by asking questions pertaining to the suspect's knowledge. Addressing a person's recent knowledge is a more concrete concept, and a better gauge of credibility, than addressing that person's intentions. The following are examples of questions that address the suspect's knowledge:

"When you went to the store that day, did you already have a plan in mind to steal a pair of sunglasses?"
"When you put those sunglasses on your head did you already have a plan in mind to walk out of the store without paying for them?"
"When you walked past the cashier, did you know the sunglasses were on top of your head?"

Finally, conversations or communication with others may provide useful insight about the credibility of a suspect's explanation for behaviors. This is particularly true if it is established that the suspect changed his stated intention at some point in time, e.g., initially the driver said the sun glare caused him not to see the pedestrian but now claims the pedestrian ran out in front of him. Examples of questions that address communication include:

"Did you tell anyone that (you purposefully engaged in behavior)?"
"Did you send any emails indicating that you (purposefully engaged in this behavior)?"
"Did you leave any voice mails indicating that you (purposefully engaged in this behavior)?"
"Did you write in a note or diary that you (intentionally engaged in this behavior)?"
"Did you change your explanation for why (incident happened) at any point in time?

Finally, an investigator needs to distinguish between intentions and motives. Criminal intent may or may not be required to satisfy the elements of a particular charge. Establishing the true motive behind a crime rarely is an element required to prove guilt. In fact, many guilty suspects mentally distort the true motive behind their crimes. For example, it is not necessary that a child molester acknowledge receiving sexual gratification through his sexual contact with the victim. It is likely that the molester has convinced himself that the contact with the victim was to express love and affection. In the eyes of the law, it makes no difference to the judge why the suspect had sexual contact with the victim, the defendant is still guilty of child molestation.

In conclusion, not all claims relating to lack of criminal intent involve cognitive assessments. However, when dealing with those that do, behavior symptoms of truth or deception are less valid and may be quite misleading. Rather, the best means to assess the credibility of these claims is through factual analysis. To accomplish this, the investigator needs to elicit information surrounding the crime to establish a probability estimate that the stated intention is credible. In particular it is productive to ask follow-up "why" questions, questions that develop propensity and questions relating to communications by the suspect.

 
Credit and Permission Statement:
Permission is hereby granted to those who wish to share or copy this article. In those instances, the following Credit Statement must be included "This Investigator Tip was developed by John E. Reid and Associates Inc. 800-255-5747 / www.reid.com." Inquiries regarding Investigator Tips should be directed to Janet Finnerty jfinnerty@reid.com.

line-small.gif (227 bytes)

How to Ensure Your Arrest and Control Training is Effective

A physical engagement of officers attempting to control a large suspect — and the subsequent grand jury decision — have people marching in the streets and agencies looking at their arrest and control training

http://police-praetorian.netdna-ssl.com/article-images/Combatives-Training-300x263.jpg

How do you know that your arrest and control physical tactics are effective? While making presentations on police use of force — either physical combative training or in lecture format — I’ve observed that many officers believe they are being trained ineffectively, or trained in tactics they feel are not effective in their real world engagements. Meanwhile, a small minority of officers feel they are receiving effective training, a perception for which they may or may not have the experience to make an accurate assessment. 

I’ve witnessed a lack of continuity of training across law enforcement agencies. Further, I haven’t encountered any person or agency that can produce quantifiable evidence about the level of effectiveness of their arrest and control tactics training in the field. 

In fact, more than 90 percent of agencies that I have trained — or polled — do not take steps to analyze or evaluate the effectiveness of their empty hand arrest and control training. That doesn’t mean that the training is ineffective. It means that there is no established measure of its effectiveness. How can we legitimize any specific training if we cannot support its effectiveness with evidence of success (or lack of success) once implemented? 

Stop Training Based on Trainers’ Perceptions 
The implementation of sound training measures should be preceded by careful consideration of how we develop the correct curriculum for our personnel. Do we base our training on what we know the officer needs or on that which we think — or which the officers think — they need? Once the needs are determined, how do we choose the material to be included in the instruction of officers? 

Each agency has skilled individuals whose backgrounds vary. Some have extensive training in martial arts, wrestling, boxing, or specific police-oriented tactics. This can present both advantages and disadvantages, and individuals will tend to teach a discipline specific to their own knowledge base and skills. The training may then necessarily become rooted in their own perception of what works best. 

All of the aforementioned training styles may coalesce in effective and efficient training. However, without a standard of measure of effectiveness in the field, it is difficult, at best, to know if we are serving the real needs of law enforcement officers. Further, if we cannot know if we are best serving those needs, we may be handcuffed in our efforts to develop — or redevelop — truly effective training protocols. 

We cannot manage that which we do not measure.

Quantifiable evidence can reveal if what we’re teaching is actually used by officers in the field. Hard data can help us create a concrete plan to ensure that our training is what it really needs to be. Continuing to rely on perception of what we think the officer needs in terms of training is just no longer good enough. 

Gather Accurate Data from Real-World Encounters
We’ve all heard statements like “most fights go to the ground” followed by “so we should teach ground fighting.” But in order to develop effective ground training, we need to accurately document how fights go the ground in the first place. Causes may include: 

    A tackle
    A slip
•    A takedown
    A slick surface 
    A knockdown

Supervisors should be asking themselves (and their officers): Was going to the ground initiated by the officer or suspect? Were multiple officers involved or a single officer? Was it due to tremendous size differential or the skill of the suspect? 

What are the different circumstances for which we should be well trained? Often we teach officers what we believe they should know without any evidence to show why we are instructing the material. If we can quantify the circumstances we can teach them what we know they need and, importantly, measure the effectiveness of the outcomes. 

We’ve also heard trainers say “With the rise of MMA in this country, officers need to learn MMA techniques.” 

Really? Have you really fought numerous MMA suspects on the street? To validate the assertion that officers should learn MMA techniques it should first be determined through use of force analysis and assessments that officers are being faced with MMA-type assaults. Otherwise it is only a perception of the instructor. What do sport MMA skills have to do with arrest and control? Was there research conducted that underlies the belief that we need to teach an officer MMA skills? 

The two prior examples — which are not uncommon — show us what can happen when we fail to track, measure, and evaluate the training we implement. Our training time is crucial to success and time spent in training is time not spent in the field. 

Relying on Data Beyond Your Own Agency
The practice of perception-based training is unacceptable and negligent for both the agency and the officers. To continue down any path that wastes time and money is bad business, not to mention that it puts the officers  and agencies in harm’s way. Tracking and trending is not only designed to measure the success of your training but to measure the inadequacies. Doing a better job of documenting results of our training will help us improve our training. We can better understand if use-of-force incidents are justifiable and reasonable. We can track whether our officers are relying on ‘not-trained’ maneuverers. 

Bear in mind too that you don’t have to design your system based solely on your own agency’s use of force evidence — you may not have enough data. Start there because it develops a solid understanding, but look to data gathered elsewhere as well. Remember, we’ve changed the way we conduct our firearms training because the research and analysis of nationwide data on shootings revealed how the majority of shooting occur and how we should modify our training.

Gathering and analyzing quantifiable evidence will support your training. It will ultimately improve your officers’ performance. Quantifying your use of force also validates — or doesn’t validate — your training programs. This will help determine if the training you are providing your officers is flawed or on track. 

About the author

Lieutenant Kevin Dillon (Ret) is a twenty-five year veteran law enforcement officer. Dillon retired from the Wethersfield (Conn.) Police Department — a suburb of the state’s capitol of Hartford — after serving as the Detective Bureau Commander. Lieutenant Dillon also has commanded the department’s patrol division and served as training supervisor. As a SWAT team member since 1993, he served as an Operator, Team Leader and Commander of the regional thirty-five member SWAT team (Capitol Region Emergency Services Team.) and remains a consultant with the team. Lieutenant Dillon is a National Academy graduate of the F.B.I. session 223. He has also received certification from Force Science Institute in Analysis in Use of Force incidents. Dillon developed and teaches the L.O.C.K.U.P. Police Combat System, a comprehensive fighting approach based on gross motor skill concepts that reduce injuries to citizens and police officers. L.O.C.K.U.P. teaches empty-hand maneuvers (Defensive Tactics) that can be deployed effectively during violent physical encounters and adapts the fighting maneuvers to the officer's physical and physiological changes to maximize effectiveness.