Understanding the psychology of police misconduct

[JonLP24]

By Brian D. Fitch, PhD, Lieutenant, Los Angeles, California, Sheriff’s Department

Law enforcement is a unique profession, with officers experiencing a host of freedoms not available to the general public, including the application of deadly force, high-speed driving, and seizing personal property. While these liberties may be necessary, they also can create opportunities for wrongdoing, especially if such behavior is likely to go undetected because of poor supervision. The embarrassment caused by misconduct can damage the public trust, undermine officer morale, and expose agencies to unnecessary—and, in many cases, costly—litigation.1 Consequently, a clear understanding of the psychology underlying unethical behavior is critical to every law enforcement supervisor and manager at every level of an organization, regardless of one’s agency or mission.

Law enforcement agencies go to great lengths to recruit, hire, and train only the most qualified applicants—candidates who have already demonstrated a track record of good moral values and ethical conduct. Similarly, most officers support the agency, its values, and its mission, performing their duties ethically while avoiding any misconduct or abuse of authority. Yet despite the best efforts of organizations everywhere, it seems that one does not have to look very far these days to find examples of police misconduct, particularly in the popular press.2 Even more disturbing, however, is that many of the officers engaged in immoral or unethical behavior previously demonstrated good service records, absent any of the “evil” typically associated with corruption or abuse.

While it is probably true that at least some of the officers who engage in illicit activities managed somehow to slip through the cracks in the hiring process and simply continued their unethical ways, this account fails to explain how otherwise good officers become involved in misconduct. The purpose of this article is to familiarize law enforcement managers and supervisors with the cognitive rationalizations that can contribute to unethical behavior. The article also offers strategies and suggestions intended to mitigate misconduct, before it actually occurs, by developing a culture of ethics.

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Decades of empirical research have supported the idea that whenever a person’s behaviors are inconsistent with their attitudes or beliefs, the individual will experience a state of psychological tension—a phenomenon referred to as cognitive dissonance. 4 Because this tension is uncomfortable, people will modify any contradictory beliefs or behaviors in ways intended to reduce or eliminate discomfort. Officers can reduce psychological tension by changing one or more of their cognitions—that is, by modifying how they think about their actions and the consequences of those behaviors—or by adjusting their activities, attitudes, or beliefs in ways that are consistent with their values and self-image. Generally speaking, an officer will modify the cognition that is least resistant to change, which, in most cases, tends to be the officer’s attitudes, not behaviors.

http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=2290&issue_id=12011

Fair article that addresses the reality of the situation, explains how the rationalization process snowballs to where you see misconduct widespread across the force. That site is also an excellent resource with countless links to studies in the archives.