1. Ethics Training for Recruits

2. Objectives

3. Define ethics and discuss the importance of the appropriate trainingDefine ethics and discuss the importance of the appropriate training National Law Enforcement Disciplinary Research Project (The National Institute of Ethics)National Law Enforcement Disciplinary Research Project (The National Institute of Ethics) Continuum of CompromiseContinuum of Compromise Code of SilenceCode of Silence Dilemma Simulation TrainingDilemma Simulation Training

4. MPCTC Objective #3 Identify Why Law Enforcement Officers, Both and off Duty, Should Exemplify the Highest Ethical and Moral Standard

5. What are Ethics?

6. Standards or rules of conduct by which we live. A system of rights and wrongsStandards or rules of conduct by which we live. A system of rights and wrongs Values—Beliefs upon which our actions and decisions are madeValues—Beliefs upon which our actions and decisions are made Integrity—Having character that develops hope, honesty, courage, empathy, etc.Integrity—Having character that develops hope, honesty, courage, empathy, etc.

7. Do We Need to Teach Ethics? YES WE DO!

8. Ethics and Integrity in Law Enforcement is the Greatest Training and Leadership Need for Several Critical Reasons

9. Civil law suits resulting in enormous settlements and judgmentsCivil law suits resulting in enormous settlements and judgments Misconduct becomes front page news that is often distortedMisconduct becomes front page news that is often distorted Citizens confidence in agency declinesCitizens confidence in agency declines Career ending ramifications (promotions/demotions)Career ending ramifications (promotions/demotions) Officers and their families face public humiliationOfficers and their families face public humiliation Some officers as a result of misconduct commit suicide (two to three times the number of those who die in the line of duty)Some officers as a result of misconduct commit suicide (two to three times the number of those who die in the line of duty)

10. Ethics Should Be Viewed as Career Survival Training This is non-tactical training (The firearms of tactical training)This is non-tactical training (The firearms of tactical training) We need to be trained to prevent us from succumbing to unethical behaviorWe need to be trained to prevent us from succumbing to unethical behavior Simply defining ethics and reading the Code of Ethics can’t achieve thisSimply defining ethics and reading the Code of Ethics can’t achieve this Further evidence to support the need for comprehensive trainingFurther evidence to support the need for comprehensive training

11. Ethics Should Be Viewed as Career Survival Training (Cont.) We need the training to survive a career and make it to retirementWe need the training to survive a career and make it to retirement Unethical Acts—Nothing devastates us more!Unethical Acts—Nothing devastates us more!

12. National Law Enforcement Disciplinary Research Project A national research project conducted by training commissions/councils throughout the nation that compiled statistics between 1990 and 1995 on officers who received formal discipline by their respective state commission or council.

13. Findings Between 1990 and 1995 3,884 law officers went through the de-certification process. 502 of these cases were dismissed. Of the remaining 3,382 officers, 2,296 officers were totally decertified Between 1990 and 1995 3,884 law officers went through the de-certification process. 502 of these cases were dismissed. Of the remaining 3,382 officers, 2,296 officers were totally decertified

14. Additional Findings The average age of the de-certified officer was 32The average age of the de-certified officer was 32 93% were male and 7% were female93% were male and 7% were female 73% were Caucasian 19% were African American and 8% were Hispanic73% were Caucasian 19% were African American and 8% were Hispanic 85% were line officers85% were line officers Average years of sworn service was 7.2 yearsAverage years of sworn service was 7.2 years

15. Crimes Committed Resulting in De-certification Greed (26.99%)Greed (26.99%) Anger (19.69%)Anger (19.69%) Lust (12.74%)Lust (12.74%) Peer Pressure (12.70%)Peer Pressure (12.70%)

16. Continuum of Compromise The continuum of compromise outlines the path of ethical compromise and can be used to help officers mentally prepare for the ethical dilemmas they will face

17. It is the framework for understanding and teaching how the transition from “honest cop” to “compromised officer” can occurIt is the framework for understanding and teaching how the transition from “honest cop” to “compromised officer” can occur When inadequately prepared, even the most honest, above reproach officers can make inappropriate split-second ethical decisionsWhen inadequately prepared, even the most honest, above reproach officers can make inappropriate split-second ethical decisions

18. Understanding the issues and being mentally prepared will help officers assume responsibility for and make more appropriate decisionsUnderstanding the issues and being mentally prepared will help officers assume responsibility for and make more appropriate decisions Officers who view compromise as an “all or none” phenomenon will not see compromise as an unlikely event and will not become mentally preparedOfficers who view compromise as an “all or none” phenomenon will not see compromise as an unlikely event and will not become mentally prepared

19. A Sense of Victimization When young officers over-invest in and over- identify with their professional role the will develop a sense of singular identity based on their job and an increase sense of victimizationWhen young officers over-invest in and over- identify with their professional role the will develop a sense of singular identity based on their job and an increase sense of victimization A perceived sense of victimization can lead to the rationalization and justification of acts of omissionA perceived sense of victimization can lead to the rationalization and justification of acts of omission As a sense of perceived victimization intensifies, officers become more distrusting and resentful of anyone controls their job roleAs a sense of perceived victimization intensifies, officers become more distrusting and resentful of anyone controls their job role

20. Acts of Omission “Acts of Omission” occur when officers rationalize and justify not doing things they are responsible for doing“Acts of Omission” occur when officers rationalize and justify not doing things they are responsible for doing Acts of omission can include selective non- productivity (ignoring certain traffic and criminal violations)Acts of omission can include selective non- productivity (ignoring certain traffic and criminal violations) Over looking activity, over looking superficial investigations, omitting paperwork, lack of follow up, and just doing enough to get by are examples of activities officers omitOver looking activity, over looking superficial investigations, omitting paperwork, lack of follow up, and just doing enough to get by are examples of activities officers omit

21. Acts of Commission – Administrative Once officers routinely omit job responsibilities, the journey to the next step is not a difficult one to makeOnce officers routinely omit job responsibilities, the journey to the next step is not a difficult one to make Instead of just omitting duties and responsibilities, officers commit administrative violations—Breaking small rules is no big dealInstead of just omitting duties and responsibilities, officers commit administrative violations—Breaking small rules is no big deal

22. Acts of Commission – Criminal Unsuspecting officers can unwittingly travel to the next and final stage of the continuumUnsuspecting officers can unwittingly travel to the next and final stage of the continuum At first, acts of criminal commission appear benign and not any different than the acts of administrative commissionAt first, acts of criminal commission appear benign and not any different than the acts of administrative commission Officers will rationalize embellishing overtime and payroll records because “they owe me. What’s the big deal?”Officers will rationalize embellishing overtime and payroll records because “they owe me. What’s the big deal?”

23. Acts of Commission – Criminal (Cont.) The initial honest, dedicated, above reproach officers now ask, “where did it all go wrong,” “how did this happen” as they face the realities of personal and professional devastation and criminal prosecution. Officers who reach this stage didn’t wake up one being an honest hard working officer to criminal defendantsThe initial honest, dedicated, above reproach officers now ask, “where did it all go wrong,” “how did this happen” as they face the realities of personal and professional devastation and criminal prosecution. Officers who reach this stage didn’t wake up one being an honest hard working officer to criminal defendants

24. “Code of Silence” Do Officers Participate in the Code of Silence? Does the Code of Silence Exist?

25. Academy Recruit Code of Silence Research 79% said that a law enforcement code of silence exists and is fairly common throughout the nation79% said that a law enforcement code of silence exists and is fairly common throughout the nation 52% said that the fact that the code of silence doesn’t really bother them52% said that the fact that the code of silence doesn’t really bother them 24% said the code of silence is more justified when excessive force involves a suspect who is arrogant or abusive24% said the code of silence is more justified when excessive force involves a suspect who is arrogant or abusive 46% said they would not tell on another officer for having sex on duty46% said they would not tell on another officer for having sex on duty

26. Continued 7% said nothing is wrong with lying to prevent another officer from getting in trouble because the bond of loyalty among officers is so important7% said nothing is wrong with lying to prevent another officer from getting in trouble because the bond of loyalty among officers is so important 23% said that they would not tell on another officer for regularly smoking marijuana off duty23% said that they would not tell on another officer for regularly smoking marijuana off duty 24% said that they would be more likely to participate in the code of silence if their supervisor and the administration treated employees with great respect24% said that they would be more likely to participate in the code of silence if their supervisor and the administration treated employees with great respect

27. Research of the types of incidents that prompted officers to take part in the code of silence Anger was the most frequent incident over which the code of silence occurs (41%)Anger was the most frequent incident over which the code of silence occurs (41%) Peer Pressure was the second most common motivation (20%)Peer Pressure was the second most common motivation (20%) (16%) of the circumstances were motivated by greed(16%) of the circumstances were motivated by greed (8%) of the situations were related to lust(8%) of the situations were related to lust (15%) of the remaining incidents were DUI offenses, illegal searches, misconduct, FTO doing personal business on duty, and perjury(15%) of the remaining incidents were DUI offenses, illegal searches, misconduct, FTO doing personal business on duty, and perjury

28. What Officers Suggested for Controlling the Code (Ones Who Participated) Conduct good ethics trainingConduct good ethics training More consistent accountabilityMore consistent accountability Ensure open communication between officers and leadersEnsure open communication between officers and leaders Provide an anonymous reporting systemProvide an anonymous reporting system Protect whistleblowersProtect whistleblowers

29. Officers Who Had Not Concealed Information Teach officers to make good ethical and moral direction (ethics training)Teach officers to make good ethical and moral direction (ethics training) Hire officers with integrityHire officers with integrity Hold people accountable for their actionsHold people accountable for their actions Give individuals a confidential way to report misconductGive individuals a confidential way to report misconduct Consistent enforcement of the rulesConsistent enforcement of the rules

30. Not Dealing With the Code of Silence Will Eventually Destroy the Integrity of an Agency

31. Dilemma Situation Training Why It’s Extremely Powerful

32. You React The Way You Have Been Trained We must train using only the right responses because what we learn will be anchored into our long-term memoryWe must train using only the right responses because what we learn will be anchored into our long-term memory

33. Ethical Dilemma Situation Scenarios

34. Before training, we must understand what causes officers to commit unethical acts They justify their actions with excusesThey justify their actions with excuses They experience momentary selfishnessThey experience momentary selfishness They make a bad decisionThey make a bad decision They are afraid of paying the price for doing the right thingThey are afraid of paying the price for doing the right thing

35. Conclusion The Oath of Honor—I Will Always Hold Myself and Others Accountable for Having Courage to Do the Right Thing