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The Continuum of Compromise

It is a framework for understanding and teaching how the transition from

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The Continuum of Compromise

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    1. The Continuum of Compromise Kevin M. Gilmartin, Ph. D John (Jack) J. Harris, M.Ed. Tucson, AZ (520) 322-5600

    2. It is a framework for understanding and teaching how the transition from “honest cop” to “compromised officer” can occur.

    3. Officers who view compromise or corruption as an “all or none” phenomenon will see compromise as an unlikely event, training will be viewed as a waste of time and officers will not become mentally prepared.

    4. A Perceived Sense of Victimization can lead to the Rationalization & Justification of: Acts of Omission

    5.

    6. As a sense of perceived victimization intensifies, officers become more distrusting and resentful of anyone who controls their job role.

    7. “Acts of Omission” occur when officers rationalize and justify not doing things they are responsible for doing.

    8. Acts of omission can include selective non-productivity (ignoring traffic violations or certain criminal violations). “Not seeing” or avoiding on-sight activity, superficial investigations, omitting paperwork, lack of follow up, doing enough to just “get by” and other activities which officers can easily omit.

    9. Next… Once officers routinely omit job responsibilities, the journey to the next step is not a difficult one to make . . . “Acts of Commission – Administrative. “

    10. At this stage… Instead of just omitting duties and responsibilities, officers commit administrative violations. Breaking small rules is no big deal.

    11. Unsuspecting officers can unwittingly travel to the next and final stage of the continuum . . . “Act of Commission – Criminal.”

    12. “What the hell, we put our lives on the line and they owe us.” A gun not turned into evidence and kept by the officer can become “It’s just a doper’s. What’s the big deal?”

    13. The initially honest, dedicated, above reproach officers now ask, “Where did it all go wrong,” “How did this happen” as they face realities of personal and professional devastation and criminal prosecution. Officers who reach the final stage did not wake up one day and take a quantum leap from being honest hard working officers to criminal defendants.

    14. What Supervisors Must Do 1. They must recognize and proactively address potential ethical violations before major problems develop.

    15. What Supervisors Must Do 2. Supervisory acts of omission occur frequently. Not taking care of the “little things” can ultimately be devastating to individual officers and organizations as well.

    16. What Supervisors Must Do 3. Supervisors need practical skills, a willingness to use these skills and they have to be held accountable for fulfilling their own vulnerabilities along with the mixed messages they sometimes send.

    17. What Supervisors Must Do 4. They do not have the luxury of simply talking about ethics . . . they have to “walk the talk” and be day- to-day role models. Unethical behavior by supervisory and command personnel only models unethical behavior.

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