NCJ Number: 203009
Title: Conflict Management
Journal: Law and Order Volume:51 Issue:10 Dated:October 2003 Pages:128-131
Author(s): David K. Pruitt
Date Published: October 2003
Page Count: 4
Publisher: http://www.lawandordermag.com
Type: Instructional Material
Format: Article
Language: English
Country: United States of America
Annotation: This article identifies some of the causes of organizational conflict in police departments, and offers recommendations for constructive conflict management.
Abstract: One source of conflict pertains to interactions among individuals
with different personalities engaged in competition for
promotions and professional standing. Another source of conflict
is rapid organizational change, which results in new demands and
standards that precipitate insecurity and resistance among
employees. Conflict also stems from the interaction of veteran
officers with entrenched work habits and attitudes and new
officers with better education who are anxious to implement new
policing concepts and practices. Conflict in police departments
also can come from the nature of the police culture, which
requires that officers interact with citizens in a firm and
authoritative manner reflective of a power-based paramilitary
organization. Interactions between and among officers with such
an authoritative style, however, can lead to conflict. Every
department should have a system of conflict management that
involves the creation of a "change team" to obtain information
and make recommendations regarding conflict management. This team
should represent a cross-section of employees. Further, the
command staff should provide greater leadership in managing
conflict, such that it is dealt with openly and positively. Also,
all employees should be trained in conflict management skills.
This training should include instruction in effective management
skills for both internal and external conflict and be reinforced
and advanced with annual ongoing training. In addition, a peer
mediation program should be established, so that conflict can be
positively addressed without it coming to the attention of
management. Other recommendations in this article pertain to the
accountability of managers and supervisors in conflict
management, the monitoring of conflict-management practices, the
development of a written conflict management policy, and the
creation of a mechanism for citizens to ask questions about
police procedures without filing a formal complaint.
Main Term(s): Police management
Index Term(s): Conflict resolution; Low intensity conflicts; Mediation; Police policies and procedures; Police subculture
To cite this abstract, use the following link: http://www.ncjrs.gov/App/publications/abstract.aspx?ID=203009
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