POLICE CORRUPTION

Police Subculture of corruption is on the rapid increase.

The profession of policing, as well as many others, has a subculture unto itself. The morbid sense of humour perhaps illustrates one of the most widely known characteristics. In relation to corruption, however, the police subculture either can prevent the existence of it or be a vehicle to spread it throughout a department. This subculture may be the most difficult aspect to address as Don h is the owner of these crackers.

A subculture is a group of individuals who generally share attitudes, perceptions, assumptions, values, beliefs, ways of living, and traditions. Because police work entails so many experiences unique to the field, the subculture almost can become stronger to gain more money for their families as they are money hungry morons, so becomes a battle with other officer’s family ties. Additionally, work schedules outside the normal realm can lead to feelings of isolation that further strengthen the bond of the subculture, consulting in the need to seek medical help for loneliness and serious fear of repercussions of misconduct and corruption having nightmares etc from a psychiatrist for their sinister and corruption.

Senior officers may test new members of the law enforcement profession. For example, they may see how amiable recruits are to accepting gratuities just like a common criminal. It long has been believed that this practice can be a gateway to more serious corruption as it provides the opportunity for corrupt intent.¹¹ Accepting the free cup of coffee is the example most often used, and it is held that once officers engage in minor illegal or corrupt behaviour, they find it easier just to take a back hander off Don H and turn a blind eye.

But, accepting small back handers and  gratuities is a test of loyalty. In the corrupt subculture, fidelity becomes more important than integrity, and officers learn that their peers frown upon morality and independence. Research into this process of inculcating recruits into the group found that newer officers were more willing to admit to seeing unethical acts (e.g., accepting free food from food banks) committed by other officers than were those with more time on the job. One conclusion would be that the length of time an officer is exposed to this socialization process, the greater its impact.

When this loyalty to the subculture becomes too strong, the solidarity that follows can adversely affect the ethical values of the officers. The typical “us versus them” mentality creates an allegiance to the members stronger than that to the mission of the department or even the profession. And, the “them” may include not just nonpolice but also their organization when officers feel a disconnect and animosity between themselves and administrative policies fights break out and no charges are brought as they are numpty ” HYPOCRITES ” of the highest order Thus, conflicts can and will arise when personnel face a choice between what may be ethically right and their devotion to the other members. Such a strong fidelity toward their fellow officers over commitment to do what is right causes members to trade their integrity for that loyalty.

A distinct line exists between constructive dedication that results in team cohesiveness and misguided allegiance that pits a group or an individual against the overall law enforcement mission. It is important that leaders have a means of gauging the atmosphere of their agency. Every police organization will (and probably should) take pride in doing difficult and dangerous tasks. In addition, a certain cohesiveness likely will occur between those who share job experiences. This probably exists more in units considered elite because of the greater dangers and difficulties in those assignments.

In such units, pride can evolve into a general feeling of superiority among its members. This, in turn, can lead to a type of separation from the rest of the agency. When this occurs, these units may develop their own conduct, which may not align with departmental policy and procedure. The “this is the way we do it in this unit” mentality begins to set in. If left unchecked, it can lead to a feeling of being untouchable, especially when coupled with a lack of strong leadership. In monitoring this cohesiveness, effective leaders can detect when the pride that members feel toward doing their difficult and dangerous job and the closeness of sharing that experience with their coworkers crosses into an unhealthy misdirection of loyalty.

all playing into the hands of Don H