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POLICE OFFICER AS BURNED-OUT SAMARITAN

NCJ Number
47842
Journal
FBI Law Enforcement Bulletin Volume: 47 Issue: 3 Dated: (MARCH 1978) Pages: 1-7
Author(s)
K W ELLISON; J L GENZ
Date Published
1978
Length
7 pages
Annotation
SITUATIONS AND INDIVIDUAL PERSONALITY FACTORS THAT CAN CAUSE 'BURN-OUT' OR A CRISIS REACTION TO THE STRESS OF POLICE WORK ARE DISCUSSED, AND WAYS TO ALLEVIATE STRESS OR TO HELP OFFICERS COPE WITH IT ARE SUGGESTED.
Abstract
THE NATURE OF JOB STRESS AND THE PSYCHOLOGICAL AND PHYSIOLOGICAL CONSEQUENCES FROM 'BURN-OUT' IN CIVILIANS ARE BRIEFLY IDENTIFIED. THESE PHENOMENA CAN BE FOUND IN POLICE OFFICERS. BOTH PERSONALITY VARIABLES AND ORGANIZATIONAL STRUCTURE ARE IMPORTANT IN PRODUCING CRISIS REACTIONS IN POLICE OFFICERS. THERE ARE TWO MAIN KINDS OF STRESS TO THE POLICE -- THE ACUTE, TRANSIENT SITUATION STRESS FROM A GIVEN EPISODE (E.G., THE DEATH OF A FELLOW OFFICER IN THE LINE OF DUTY AND CASES OF CHILD VICTIMIZATION), AND CHRONIC STRESS ARISING FROM DEPARTMENT ORGANIZATIONAL STRUCTURE OR ASSIGNMENTS (E.G., ASSIGNMENT TO HOMICIDE CASES OR THE MEDICAL EXAMINER'S OFFICE). MOREOVER, THE MILITARY MODEL AS USED IN THE POLICE SYSTEM, WHICH EMPHASIZES ROUTINE RESPONSES TO ROUTINE SITUATIONS, ITSELF PRODUCES STRESS. THE OFFICER'S USE OF DISCRETION AND JUDGMENT, SO NECESSARY TO THE PERFORMANCE OF POLICE DUTIES, ARE NOT GIVEN PROPER EMPHASIS IN TRAINING OR REWARDED WHEN THEY ARE EMPLOYED TO GOOD EFFECT. BURN-OUT IS NOT INVITABLE AND CAN BE PREVENTED. THE CHANCES THAT AN EVENT WILL HAVE CRISIS IMPACE ON A POLICE OFFICER ARE LESSENED IF SEVERAL BASIC NEEDS ARE MET, SPECIFICALLY THE FEELING THAT ONE HAS CONTROL OVER THE CIRCUMSTANCES OF HIS OR HER LIFE, THE UNDERSTANDING OF WHY THINGS HAPPEN, AND THE ABILITY TO PREDICT ONE'S FUTURE. A PRIME NEED AFTER CONFRONTING A STRESSFUL EVENT IS TO DISCUSS IT WITH SOMEONE WHO IS UNDERSTANDING BUT NOT JUDGMENTAL. A WAY TO ESCAPE THE PRESSURE IS ALSO IMPORTANT FOR THE MENTAL WELL-BEING OF THE OFFICER; E.G., BY PERIODIC ASSIGNMENT TO USEFUL WORK THAT IS NOT IN DIRECT CONTACT WITH CLIENTS. ANOTHER METHOD OF RELIEVING TENSION IS THE INFORMAL GATHERING OF A GROUP OF OFFICERS WHO REHASH THE ACTIVITIES OF THE DAY. IN SOME CASES, SOCIAL SCIENCE PROFESSIONALS HAVE BEEN ABLE TO PROVIDE VALUABLE SUPPORT FOR OFFICERS BY DISCUSSION OF CASES, PROBLEMS, AND INSIGHTS. A FURTHER TECHNIQUE TO REDUCE TENSION IS A REGULAR PROGRAM OF PHYSICAL EXERCISE WHICH WILL CONTRIBUTE SUBSTANTIALLY TO THE FEELING OF WELL-BEING. SOME POLICE DEPARTMENTS ARE EVEN USING SUCH TECHNIQUES AS BIOFEEDBACK AND MEDITATION. TRAINING AIMED AT MINIMIZING BURN-OUT SHOULD BEGIN AT THE RECRUIT LEVEL, AND MAY BE REPEATED PROFITABLY IN A VARIETY OF INSERVICE COURSES. TRAINING IN CRISIS REACTIONS IS PARTICULARLY IMPORTANT FOR SUPERVISORS AND POLICE ADMINISTRATORS. IN SUMMATION, THE PREVENTION OF BURN-OUT IN POLICE OFFICERS REQUIRES A REORIENTATION AND INCREASED CONCERN FOR THE NEEDS OF THE INDIVIDUAL OFFICER. (DJM)

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