This month’s dilemma

Changing the Cops

Readers Respond

Here are readers’ ideas for coping with this month’s Manager’s Choice dilemma. To post your own ideas, see the instructions at the bottom of this page.

SLOW AND STEADY

I have a different idea for how the chief should handle Zenith City. As a municipal police chief for over 18 years, in three different cities, I think that the best advice for the new chief is to advance his new ideas very, very slowly.

A mistake that many chiefs make is to come into a new situation and try to make all types of changes. This is wrong! Although a chief is hired to make changes, especially an outside the agency chief, until he or she learns the culture of the organization and the players involved, radical changes are destined to fail.

There is sometimes the risk that police employees will feel that change is too slow. Let’s face it, as a chief, someone will always be critical—but if employees are able to have some input and learn to trust the new chief, the implementation of changes will be much smoother.

Employees will follow the leader—if they trust that person. Getting to know them and treat them as people is a simple plan, but probably one of the most effective for a new chief.

Barry M. Weber
Chief of Police
Wauwatosa, Wisconsin

WIN THEIR TRUST

Be steady and slow, but persistent, in pushing Compstat, but also look for ways to endear oneself to the populace. Almost any “oldtimer” will accept radical change if it addresses a problem that has plagued an organization for years and is one that even the oldtimers think is long overdue. Look for that one high-profile problem, even a symbolic administrative one, that has driven all the old salts crazy, and blow it out of the water. Find some way, maybe a change in procedure or form, to make their work lives easier, and the masses will more readily accept the next change because you will have won their trust. Make one of their enemies your enemy and show yourself to be a hero for change.

Robert J. Siddall
Facility & Maritime Affairs Coordinator
Texas General Land Office
Austin

A PROBLEM-SOLVING ISSUE

I am a management analyst for a state police agency, but the city-oriented problem confronting the chief in this dilemma was interesting — a beautiful “planned change” situation. While Compstat had been tried during the tenures of the chief’s two predecessors, it seems to have never been bought by the Zenith City police — police supervisors and police working troops. This problem of planned change has the added the dimension of the chief being the “new kid on the block.” Not only must he prove himself, but he must make an unwanted management system work properly.

I think Bob Behn’s solution is good for letting the rest of the department, as well as the community, know that the new chief is there for the long haul. This is something that any person new on the job should do in some way or another.

I do not see it as addressing the change issue as much as it should. I see here the implicit assumption that Compstat is a procedure “etched in stone” and totally inviolate. It is a procedure designed by man who also makes the rules and can change the rules. If the rules of the game are not internalized by the players who must ultimately make them work (or not work), the best that can be hoped for is tacit compliance — filling squares for the sake of filling squares. The results might be satisfactory or they might not be satisfactory. If the Zenith City Public Service Agency people believe in Compstat, however, the chief stands a better chance of both him and the agency becoming the heroes of Zenith City. As a hero, the chief enjoys a greater possibility of having a long and successful tenure in Zenith City.

Why can’t the chief deviate a bit from the rigid, lock-step, and bureaucratic strictures often found in a police agency? Why not treat implementation of Compstat as a problem-solving issue. There must be ways of tailoring Compstat to the needs of Zenith City. Compstat is being implemented for a reason. The reason for implementing Compstat — most likely solving some Zenith City public safety problem — is the real issue. You don’t implement Compstat (or any other procedure) just for the sake of making a change or adding a line to your résumé.

Get the chief working with his executive staff (and others if need be). Confront them with the problem that Compstat is to resolve. Make some changes in the Zenith City implementation that reflect the input of the police supervisors — maybe even the cops on the beat (or in the patrol cars). There is a possibility that Zenith City needs something different from the NYPD Compstat. The changes need to be enough to make the emerging Compstat a product of agency employees. The Zenith City implementation of Compstat must be the Zenith City implementation of the Zenith City Public Safety Agency Compstat. Preserve the basic intent of Compstat, but make it our Compstat instead of somebody else’s Compstat.

During my time here, I’ve found that ownership, even partial ownership, of a solution makes a big difference.

David Skaret
Lead Management Analyst
Virginia State Police
Richmond

FOCUS ON SUCCESS

Bob’s ideas are on target and very appropriate, but there are some other steps that I would also take as the new police chief: First, meet each and every precinct commander one-on-one to find out what is important to him/her. How they view their precinct, what problems they have, what they like/don’t like about their job. And review their issues with ComPstat. You can gain their trust.

Second, look at the numbers and find out which precincts are having the highest number of crimes currently compared to the last three years. Set goals for those precincts along with the commanders and work with them. Maybe you will ask the commanders to focus on quality-of-life crimes, like Bratton did in New York, to catch the ones such as purse snatchers who later become car thieves, or maybe you need to swap some commanders around, but show your commitment to help them reduce crime in their precincts.

Meanwhile, ask tough questions of the other commanders at the Compstat meetings you attend; perhaps they need more ambitious goals or different ones. Perhaps assign a commander to help the other commanders with high crime to assist with resources. Show your support for reducing crime and laud the success as much as possible when it happens. All police want to lower crime; it’s a true success indicator and makes them proud. And the mayor would love to publicize it!

James F. O’Donnell
Massachusetts Commission for Deaf and Hard of Hearing
Dorchester

THROUGH THE SMOKE SCREEN

Zenith City’s crime stats are already slightly below average and its police department has a reputation for being very professional. Why would the police want to change the way they do business?

Bob Behn’s approach satisfies the new chief’s personal goals and commitment, but fails to address the department as a whole entity. The new chief needs to articulate the real changes that he envisions, explain why they are necessary for the department, and then demonstrate how Compstat can help achieve them.

To solve a high-profile symbolic problem may satisfy the general public’s need for some tangible results, but the line officers will see right through this smoke screen. The chief needs to choose a problem that is real and measurable. The chief needs to actively engage as many members of the department as possible in the change process, by invitation or assignment if necessary.

One final note: Bill Bratton’s reformation of the NYPD was anything but slow and steady.

Diane Nocivelli
Program Coordinator
Massachusetts Division of Capital Asset Management
Boston

SET A TARGET DATE

Certainly any change takes time, especially in bureaucratic and governmental organizations. Acceptance and confidence in a new leader also takes time. However, the new chief must decide how quickly he wants full implementation of Compstat.

If he wants to change immediately, he must explain to his top brass that he does intend to fully implement Compstat and needs everyone’s help to make the process work effectively. As part of this effort, the chief must make it clear that he has no intention of leaving his present position and is in this job for the long haul, and is dedicated to the community, his leadership of the organization, and his implementation of Compstat. He should then provide a target date for full implementation and ask them to help him set goals and intervening timelines for meeting that objective or any adjustment as necessary. Those who will not work with him will be left out of the development effort and subsequent standards expected of the brass and their subordinates.

He should encourage creativity of this top brass by sending them to training, which would encourage and develop this expertise. Although the department is evidently locked into procedures, this does not limit the chief’s effort to implement Compstat.

Further, the chief, in coordination with encouragement and training in creativity, could discuss the idea of a review of all procedures which limit their effective policing, especially those related to the overall mandate the chief will provide the top brass as relates to implementation of Compstat. This is not to suggest that procedures and enforcement of procedures is a problem. Actually, every organization needs procedures — especially a police organization; without procedures and enforcement you have chaos.

In summary, the chief needs to decide what he wants done and when, and then ask his people for their support to get the job done. However, as part of that effort he should be discussing and asking questions of his people as he moves toward a decision. But eventually, he needs to “fish or cut bait.”

Harry Green
Risk Manager
Lewis County, Washington

CLASSIC CHANGE MANAGEMENT

In the era of accountability, accountability, accountability, we sometimes forget that “hammering change” is typically met with resistance — even in a para-militaristic organization.

I agree with Mr. Behn, with a couple of “tweaks” on the implementation:

1) Set your course: The new chief needs to emphasize his vision for Compstat and dedication to achieving this vision. (Part of this, as Mr. Behn points out, is conveying his stick-to-it-iveness). He needs to encourage “risk taking” in finding creative ways to use Compstat, and he needs to publicly reward such risk taking.

2) Involve all impacted parties: Seek input from the top command and middle management in determining what they want from Compstat and where it might be of value to them, their troops, and their constituents. Classic change management theory and practice tells us that when people are involved in determining the nature of the change, they are more amenable to — and even supportive of — the change. Why? Because it gives them some level of control.

3) Lead, don’t demand: The weekly “grilling sessions” with commanders can’t be a pretty sight. Hammering change rarely works, even in the command-and-control structure of law enforcement. Rather, work to build constituency and support from within the organization. Find some precincts that are successful and use these precincts to build momentum for change. Consider rotating staff through the successful precincts to help share the values and implementation strategies.

4) Build credibility: People follow leaders whom then trust and respect. But as Lao Tsu said, “The wicked leader is he who people despise, the good leader is he who people respect, the great leader is he of whom people say, ’We did it ourselves.’ ”

Julia Kirwan
Executive Director
Quality and Productivity Commission
City of Los Angeles

MAKE WAVES

All the above are attempts to “tweak” and avoid making waves.

1. The Compstat strategy, or whatever, is a significant change in business mission. It’s name is meaningless, while its substance has meaning. Change the name so everyone can relate to it.

2. Make sure the employees, including the chief, are empowered by the council with policies, training, the right organizational structure and resources to accomplish the business strategy.

3. Formulate a human resources strategy to support the business plan implementation. Hire a human resources consultant to evaluate and describe the business culture and help you develop and implement the change process. Build real teams; don’t bother if “teams” is just lip service.

4. Identify formal and informal leaders to become change agents. Be aware that the managers — “top brass” — will likely be the greatest “gate keepers” and resisters. Change the role of management to support the change. Give the change agents opportunity to communicate progress to the council, public and employees.

5. Identify the one-third of employees who will be ”on the fence” and help them come along by assisting them to “explore” the new business culture.

6. Identify the 37 percent of employees who are unable to change and help them find alternatives — retirement, outplacement, new careers. Focus on the change agents and give them the training, support and resources they need to build the new organization. Reward them with rewards from the new compensation system.

7. Dig deep and don’t fool yourself that a change of business culture will give you job security. Be ready for the roller coaster ride and ask your bosses ahead of time for air cover when the going gets rough. Have career alternatives in your back pocket. Make major changes at 6 months, 18 months and use the next 18 months to fine tune. If you survive 36 months, have a new strategy to implement. No job is permanent; don’t try to fool people into believing you will stay forever. Employees who are operating in the “earning” state are adaptable and think little about longevity, anyway. Besides, you are building an organization and business strategy that needs to stand on its own and outlast you. Never know when you’ll get run over by a bus.

Will Haapala
Wastewater/Geothermal Superintendent
City of Klamath Falls, Oregon

COMPSTAT: A SOLUTION OR A MISMATCH?

A careful analysis of the Compstat program and the environment in which it arose in New York may indicate that it is a mismatch for Zenith City. The chief needs to carefully reassess the purposes he intends to achieve through the vigorous pursuit of the Compstat program. The fundamental question: Is Compstat worth the investment of political and leadership capital? The answer may be already apparent — his two predecessors, in the last three years, have failed to implement the program successfully.

Instead of expending his leadership capital in grafting a Compstat program onto the Zenith City Public Safety Agency, he may wish to strike a new path. That path would be the active professional development of his first-line supervisors and middle managers — with the aim of encouraging greater accountability and professional responsibility. That program would yield him short and long-term benefits. The greatest benefit would be the clean break from “recipe driven” policing. Active personnel development, coupled with a continuous improvement program over a broad range of activities within the Zenith City Public Safety Agency, may produce tangible results that are aligned to the fundamental mission of the agency and progressive policing.

Thomas E. Engells
Captain
University of Texas at Houston Police Department

Agree or disagree? If you think you have a better way to deal with this month's Manager's Choice dilemma or would like to expand on the approaches presented here, share your thoughts with other readers. Send your solution to mailbox@governing.com. Please include your name, location, government or business title or job description, and a daytime phone number (for verification purposes).