THE DIVERGENCE BETWEEN PREFERRED POLICE POLICY AT THE TOP AND STREET REALITY IS WIDE, AND THE STRATEGIES AVAILABLE TO REDUCE DIVERGENCE ARE APPARENTLY OF LIMITED IMPACT. POLICE AGENCIES' PRIMARY GOALS ARE TO APPREHEND ALL LAWBREAKERS, PREVENT CRIME, MAINTAIN ORDER, PROVIDE OTHER SERVICES, AND ASSURE CONSTITUTIONAL RIGHTS TO ALL CITIZENS SUSPECTED OF CRIMINAL ACTIVITIES. SUCH BROAD EXPECTATIONS LACK CONTACT WITH REALITY AND OFTEN PLACE OFFICERS IN CONFLICTING ROLES. SPECIFIC GUIDELINES AND RULES FOR IMPLEMENTING THE AFOREMENTIONED GOALS FREQUENTLY CREATE MORE PROBLEMS; FOR EXAMPLE, IF ARREST RATES ARE USED AS A MEASURE OF EFFECTIVE LAW ENFORCEMENT, THERE IS PRESSURE FOR POLICE TO OBTAIN EVIDENCE ILLEGALLY AND VIOLATE CITIZENS' RIGHTS. MORE OFTEN, POLICE ADMINISTRATORS ARE SILENT ON DETAILED PROCEDURES FOR IMPLEMENTING DEPARTMENTAL GOALS, BECAUSE THE DEVELOPMENT OF SUCH PROCEDURES IN SPECIFIC SITUATIONS (FOR EXAMPLE, FAMILY DISPUTES, AND FIRING OF HANDGUNS) IS COMPLEX AND DIFFICULT. BESIDES THE LACK OF DETAILED AND MEASUREABLE GUIDELINES FOR POLICE BEHAVIOR, THE DIVERGENCE BETWEEN POLICY AND PROCEDURE IS REFLECTED IN THE INABILITY TO MONITOR POLICE BEHAVIOR. OFFICERS DEVELOP THEIR OWN MEANS OF HANDLING SITUATIONS, BASED ON SUBJECTIVE STYLES LARGELY INFLUENCED BY ESTABLISHED PRACTICES OF MORE EXPERIENCED OFFICERS. MOREOVER, EVEN IF DETAILED POLICIES ARE PROMULGATED AND EFFECTIVE INFORMATION SYSTEMS PROVIDE A DEGREE OF MONITORING, THE POLICE CHIEF'S ABILITY TO ALTER ESTABLISHED OPERATIONAL PATTERNS IS LIMITED. THE PERSONALITIES OF THOSE ATTRACTED TO POLICE SERVICE AND PEER SOCIALIZATION APPEAR TO OUTWEIGH TRAINING EFFORTS TO MOLD OFFICER BEHAVIOR. FURTHERMORE, PEER PRESSURE AND LIMITED MONITORING INFORMATION GREATLY REDUCE THE EFFECTIVENESS OF REWARD AND PENALTY STRUCTURES AS MEANS OF CONDITIONING PREFERRED POLICE BEHAVIOR. REFERENCES ARE PROVIDED. (RCB)