Section IV Managing Problems

1. Section IVManaging Problems Chapter 10 Discipline and Problem Behaviors

2. Discipline Defined • Self-imposed rules govern a person’s self-control. • Discipline can be a form of voluntary obedience to instructions, commands or demeanor. • The purpose of discipline is to promote desired behavior. • Officers with the highest performance have a high level of discipline. • Morale is how a person feels; discipline is how a person acts.

3. Positive, Constructive Self-Discipline • Most effective • Uses training to foster compliance with rules and regulations and performance at peak efficiency • To law enforcement managers’ advantage

4. Typical Rules and Regulations for Law Enforcement Departments • Maintaining discipline is a fundamental management right. • General conduct • Performance of duty • Restrictions on behavior

5. Policies and Procedures Revisited • An agency’s policy and procedure manual is the foundation on which most discipline is based. • Policies and procedures should be concise and understandable by all personnel. • Policies and procedures must comply with Americans with Disabilities Act.

6. General Orders • Written directives related to policy, procedures, rules and regulations involving more than one unit • Formalize a department policy on a specific issue • Should be based on accurate, simple descriptions of the situations to which they apply • Should be clear, inclusive, credible and durable

7. Clarity of Role versus Creativity • The need for due process in discipline • Protection against civil litigation • The accreditation movement

8. The 10/80/10 Principle • 10% self-motivated high achievers • 80% average achievers • 10% unmotivated troublemakers who cause 90% of management’s problems

9. Dealing with Problem Employees • Changing behavior is more cost-effective than replacing employees. • Employee assistance programs can be used. • Marginal performers demonstrate the ability to perform but just do enough to get by.

10. Types of Difficult People • Yes people • Passives • Avoiders • Pessimists • Complainers • Know-it-alls • Exploders • Bullies • Snipers

11. Examples of Problem Behaviors • Abuse of sick leave • Substance abuse • Corruption • Insubordination • Sexual harassment • Use of excessive force • Misconduct off duty

12. Negative Discipline/Punishment • Should be carried out as close to the time of the violation as possible • Purpose: • Help offenders correct their behavior • Send a message to others that such behavior is not acceptable • Should be carried out in private to avoid embarrassment and defensiveness

13. Five Guiding Principles of Early Identification Systems • An EIS should be part of an agency’s larger effort to support and improve officer performance. • First-line supervisors are the lynchpin of EISs. • For EISs to be effective, intervention options should vary to meet the wide range of officers’ needs. • The chief executive ultimately is responsible for the success or failure of EISs. • EISs are a valuable administrative tool that can enhance accountability and integrity in a law enforcement agency.

14. Considerations for Determining Penalties • The offense and offender • How the offense was committed • The offender’s attitude and past performance

15. Steps of Progressive Discipline • Oral reprimand • Written reprimand • Suspension/demotion • Discharge/termination

16. Summary Punishment/Discipline • Discretionary authority is used when a supervisor thinks an officer is not fit for duty. • When, for any reason, the supervisor thinks immediate action is needed. • May require officers to work without pay or may excuse them from duty without pay. • Officers who receive summary punishment have a right to a hearing.

17. Guidelines for Administering Negative Discipline • Get the facts first. • Know your powers as outlined in your job description. • Check on precedents for similar offenses. • Criticize in private. • Be calm. • Be sure the person is attentive and emotionally ready to listen. • Focus on the behavior, not the person. • Do not imply the behavior was done on purpose.

18. Guidelines for Administering Negative Discipline (cont.) • Be clear, specific and objective. • Check for understanding by asking questions. • Respect the employee’s dignity. • Suit the disciplinary action to the individual and the situation. • End with expectations for changed behavior. • Set a time frame. • Follow up.

19. Steps in Administering Negative Discipline • Write down the violation. • State the reason for the action. • Listen to the employee’s explanation. • Suggest corrective action. • Be firm, but fair. • Secure a commitment to future positive behavior. • Tell the individual how to appeal the decision.

20. Comprehensive Discipline • Uses both positive and negative discipline to achieve individual and organizational goals • The balance of consequences analysis • The PRICE method • The one-minute management approach • The stroke approach

21. A Fair Disciplinary System • A fair, equitable disciplinary system has the following characteristics: • Reasonable and necessary policies, procedures and rules to govern employees’ conduct at work and promote both individual and organizational goals. • Effective communication of these policies, procedures and rules and the consequences for noncompliance. • Immediate, impartial and consistent enforcement of the policies, procedures and rules. • An appeals procedure.