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and departmental philosophy. Lastly, it is opined that police training must also include police sensitivity methodologies, de- escalation techniques, and a greater emphasis being placed on training regarding Constitutional caselaw relevant to police use of force (e.g. Tennessee v. Garner, Graham v. Connor). References Albrecht, J. F. (2011). Examining Police Discretion and the Use of Firearms Involving the New York City Police Department. Pakistan Journal of Criminology , 3. Bersin, J. (2015). Culture: Why It’s the Hottest Topic in Business Today. Forbes. com , March, 15. Brown, D., Chheng, S., Melian, V., Parker, K., & Solow, M. (2015). Culture and engagement: the naked organization. Global Human Capital Trends: Leading in the New World of Work , 35-41. Dean, G., & Gottschalk, P. (2011). Continuum of police crime: An empirical study of court cases. International Journal of Police Science & Management , 13(1), 16-28. Fitch, B. D. (2011). Rethinking ethics in law enforcement. FBI L. Enforcement Bull ., 80, 18. Harris, C. J., Chierus, K., & Edson, T. C. (2015). The prevalence and content of police discipline matrices. Policing: An International Journal of Police Strategies & Management , 38(4), 788-804. Martin, R. (2011). Police corruption: An analytical look into police ethics. FBI L. Enforcement Bull. , 80, 11. Miller, L. (2015). Why cops kill: The psychology of police deadly force encounters. Aggression and violent behavior , 22, 97-111. Nolan, T. (2009). Behind the blue wall of silence: Essay. Men and Masculinities , 12(2), 250-257. Peak, K. J. (2007). Justice administration: Police, courts, and corrections management 5th edition . Upper Saddle River, NJ: Pearson. Palmiotto, M. J., Birzer, M. L., & Prabha Unnithan, N. (2000). Training in community policing: A suggested curriculum. Policing: An International Journal of Police Strategies & Management , 23(1), 8-21. Pittman, L. D. L. (2000). The impact of police misconduct in the future. Pogrebin, M., & Atkins, B. (1976). Probable causes for police corruption: Some theories. Journal of Criminal Justice , 4(1), 9-16. Popa, M., Naghi, M. & Isopescu, A. G. (2012). Code of professional ethics of the police officers–Instrument for behavior improvement. Managerial Challenges of the Contemporary Society , (4), 110-116. Prenzler, T. (1997). Is there a police culture? Australian Journal of Public Administration , 56(4), 47-56. Reid, S.T. (2008). Criminal Justice 8th Edition . Mason, OH: Thomson. Schaefer, R.T. (2008). Sociology: A brief introduction 7th Edition . New York: McGraw-Hill. Shilston, T. G. (2016). Six dimensions of police accountability: An aid to needs assessment in international police development missions. International Journal of Police Science & Management , 18(1), 37-46. Sinclair, A. (1993). Approaches to organizational culture and ethics. Journal of Business Ethics , 12(1), 63-73. About the Author: David Estep is originally from Southwest Virginia but currently resides in the Greater Miami Metropolitan Area. He has a Bachelor of Science Degree in Criminal Justice from Florida Atlantic University in Boca Raton, FL, and a Master of Science in Criminal Justice with a specialization in Behavioral Science from Nova Southeastern University in Fort Lauderdale, Florida. He is currently working on a PhD in Forensic Psychology at Walden University. David has been published multiple times on topics such as Psychological Autopsies, Crisis Intervention Teams (CITs), and Employee Assistance Programs (EAPs) in law enforcement agencies. It is his goal to teach at the collegiate level and to consult on Criminal Justice.

B) “Early Warning System” (EWS). Peak (2007) described an EWS as being designed to identify those officers whose behavior has been shown to be problematic (e.g. many complaints being filed against them) and provides forms of intervention for those officers. Law enforcement agencies must have a disciplinary system in place for unethical conduct of their personnel. The disciplinary systemmust be fair, consistent, and available to officers in documentary form. Harris, Chierus, and Edson (2015) provided a form of a disciplinary system called a “discipline matrix”. They described a discipline matrix as a formal schedule of disciplinary actions which specifies both the presumptive action to be taken for each type of misconduct, as well as any adjustments to be made based upon an officer’s prior disciplinary record. C) The utilization of an “Internal Affairs Division” (IAD). IADs are a mainstay in law enforcement and are widely known. The importance of an IAD was illustrated by Pittman (2000) stating that there must be a strong internal oversight unit within a policing agency to monitor the potential and occurrence of unethical behavior/ conduct perpetrated by officers. Shilston (2016) referred to and described an IAD as a specialized unit charged with investigating both allegations of wrongdoing made by the public, and failings that otherwise have become evident within the agency. Miller (2015) revealed the purpose of IADs as involving the minimization of police misconduct and alleviating the effects of said conduct upon both the agency and the community in which they serve. D) Proper hiring of individuals aspiring to become police officers. Martin (2011) supported this notion by stating that law enforcement agencies must properly screen candidates and hire the most conscientious ones due to their having a higher degree of integrity. Diligent hiring practices by law enforcement agencies was revealed by Gilmartin (2013) and include the utilization of screening protocols such as psychological test batteries, intellectual and background reviews. E) The presence of strong effective leadership within an agency. Bersin (2015) supported this by stating that culture is driven by leadership, and that how leaders behave, what they say and value drives culture. In furtherance, Sinclair (1993) stated that the most important role for the leader of an organization is in their reinforcing the values of the organization. The implementation of an ethical culture must start “at the top” (leadership) and must take a “top down” approach. In other words, ethical values must begin with police administration and extend downward to the “rank and file” (patrol officers). F) Revision/ expansion made in the training and education which officers receive. Palmiotto, Birzer, and Unnithan (2000) stated that law enforcement training programs typically teach topics on law, departmental regulations, and skills (e.g. interrogations, fingerprinting), but neglect to teach how such skills might apply to specific problems (e.g. ethical considerations). Palmiotto et al. also recommended that police recruits be required to undertake training in police misconduct and ethical standards. The training program being recommended should be multifaceted in that it should be comprised of both theoretical and practical approaches. The training program should not be limited to newly hired officers but should also be inclusive of leadership/ administration as well and should be mandatory. Palmiotto et al. provided various topics which should be inclusive of police training in the areas of conflict management, community relations, cultural diversity, hate/ bias crimes, police culture,

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