MANAGEMENT CONCEPTS
By: Lt. Peter J. Pranzo, Ret., NYC Police Department
DISCIPLINE - POSITIVE VS. NEGATIVE
Discipline in today's police departments is an essential management tool necessary for the proper function and good order of any organization. Without it, failure is a certainty.
Although it is thought of as punishment or penalty, discipline actually should consist of instructing, training, or teaching. Its main purposes are to facilitate coordination of effort, develop self-control and character, and foster orderliness and efficiency. One of the primary measures of the level of discipline within the police force is the orderliness with which it operates. The degree of this orderliness is directly related to the conduct of the employees, which, in turn, is largely dependent upon how well the supervisor performs his duties.
The principal responsibility for maintaining an appropriate level of discipline in his unit should rest upon the immediate line supervisor. He is responsible for enforcing obedience to organizational rules even though he may not personally favor them. Subordinates are bound to obey regardless of their feelings. Failure to do so will disrupt smooth operations.
If the supervisor refuses or neglects to consider personnel complaints against his subordinates, if he fails to investigate their delinquencies which are called to his attention, or if he fails to take proper action when they are derelict in their duties or unprofessional in their conduct, he is not only doing himself a disservice, but he is doing an injustice to his organization and other employees. Perhaps in no other activity can the supervisor distinguish himself more for his leadership ability or lack of it than by the manner in which he deals with discipline problem situations.
Retired Inspector Iannone from the LA Police Department, author and instructor, has uniquely separated the various forms of discipline. Positive Discipline: That form of training and attitudinal conditioning which is used to correct deficiencies without invoking punishment is known as positive discipline. It is constructive in nature. Its influence engenders a habitual or conditioned reaction from within the individual to the established values of the organization, its customs, and traditions. It is present when employees willingly follow the directions of their supervisors and adhere to the standards of conduct prevalent in the organization.
A well-disciplined organization is one that is highly trained. It follows that an effective, efficient organization is a well-disciplined one in which the principles of positive discipline have been recognized and practiced. The members have the same individual objectives as those of the group. Such a state can only be achieved, however, when the group objectives are made known to the members and they adopt these objectives as their own.
If supervisors are thoroughly indoctrinated in their responsibilities; if they are expert planners, trainers, and leaders; if they assist their subordinates by demonstrating, guiding, and counseling; and if they set a good example by their conduct, positive discipline will prevail and the need for punitive discipline will be lessened. Indeed, the skill with which supervisors use this positive tool to a large extent determines the quality of their leadership and the effectiveness of the organization. Iannone stated, "An organization may be considered to have been brought into the ideal state when there exists a maximum of efficiency and satisfaction of its members generated by techniques of positive discipline, with a minimum use of the punitive or negative discipline."
Negative Discipline: That form of discipline which takes the form of punishment or chastisement is known as negative discipline. When positive methods fail to achieve conformity with accepted standards of conduct or performance, a negative type of action, punitive in nature, must follow to preserve the integrity of the organization. This form of chastisement may involve the mildest form of punishment, admonishment, or the most severe, separation from the service or criminal prosecution. Between these extremes, other penalties the supervisor may apply, short of legal prohibitions, include the oral or written reprimand, voluntary surrender of accumulated overtime, regular days off, or annual leave, mandatory deprivation of these, demotion, loss of salary, or suspension. Often, loss of regular days off, annual leave, or accumulated compensatory time is preferable to outright suspension will full loss of pay because the employee's family is not made to suffer for his derelictions. Use of these punitive forms of discipline should be reserved for the unadjusted, discontented nonconformist who has not been amenable to other, more positive methods.
Even in departments which have good discipline, there are times when negative disciplinary action must be exercised. In recommending disciplinary action, supervisors must make important judgments about the motive and intent of the offender. They must attempt to determine whether the violation resulted from deliberate defiance of department rules and regulations or inadvertently from ignorance or carelessness. When the offense stems from the latter source, the recommended action should be aimed at retaining the officer and assisting him to improve his value to the service. When the violation is a willfully defiant act or has an immoral or dishonest motive, disciplinary action should consist of stronger corrective measures or separation. In many cases, separation is the only effective way of dealing with the incompetent or lazy officer, and it is the only acceptable method of dealing with confirmed patterns of brutality or dishonesty by individual officers.
Sergeants play a more important role as department disciplinarians than any other rank. Wisely selected superior officers need corrective action less frequently than patrol officers and others at the level of execution. Sergeants supervise the greatest number of subordinates, including officers who are inexperienced and who have not been completely trained on the job and those who have lost promotional opportunities because of weaknesses that need correction. Successful control of subordinates by the sergeants is reflected in an improved quality of work and in improved public relations. When the sergeants maintain a close and firm supervision, the likelihood of citizen complaints is lessened considerably. In addition to these immediate advantages, subordinates under wise supervision are thus schooled to become more effective superior officers, an important long-range advantage.
In recapping positive and negative discipline, there are some essential concepts to highlight as they relate to sergeants, (first line supervisors), and all upper level managers. Superiors should always use the positive (training) approach first and most frequent. When disciplining, they should never display outbursts of temper. Remaining calm and professional, even in the most serious situations, is of utmost importance. An unstable boss will quickly lose his authority and leadership. Expect from subordinates only the effort or image that you yourself personally portray to them. Consistency in your mode of supervision is mandatory. Your creditability, morale, disposition and allegiance to your department will be imitated and repeated. Never over supervise in petty situations. This is a common fault among newly appointed sergeants. Praise and acknowledgement of good work should vastly overpower criticism. Finally, when mediating punishment, allow for a cooling off period and never play on personalities or favorites. Be certain to take all facts into account.
Keep in mind, that although proper control or restraint in relation to discipline is a necessary part of modern day police departments, never forget that as supervisors, we are working with human beings who require, and are entitled to, certain needs and considerations. Remember, respect begets respect.
By: Lieutenant Peter J. Pranzo, Ret., NYC Police Dept.
Peter Pranzo is a retired New York City Police Department Lieutenant, with over 21 years of service, receiving over 60 awards, department commendations, and community awards, including some of the Police Department's highest: The Police Combat Cross, the Award for Valor, and the Honor Legion Medal for Valor. He has written for many law enforcement newspapers and magazines across America, and authored the book, Stress Management for Law Enforcement (Gould Publications: 1999), which has been placed into the FBI Library. Retired Lt. Pranzo assists officers countrywide offering police promotional exam products at www.pjpinfo.com.