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Cilmvmurvvgn. - ~ ABSTRACT A SOCIOIDGICAL, WRONG-SYSTEMS ANALYSIS OF ATTITIDES: TRAINING AND POIICE-COMMUNITY RELATIONS WITHIN THE UNITED STATES AIR FORCE by Paul S. Embert. Jr. A variety of police problems. whose common generic nature is explainable by the social-psychological theories of subcultural associa- tion and interactionisn, have resulted in the exacerbating phenomenon of the police being apart £12!!- rather than a part 2;, the communities they serve. The police have responded to this phenomenon by professional- izing . implementing commity relations training . and developing comm- nity relations programs. Yet . each of these approaches has contributed difficulties to the totality of police problems. which have mitigated against the attainment of the desired objective—a police that are a part 9;. rather than apart $29.91- the commiities they serve. Within this per- spective, military sociological and police sociological researchers have generally failed to enmine the military police social systems. This national survey of United States Air Force Security Police training officers and training sergeants attempted to bridge this knowl- edge gap and to develop hypotheses. conclusions. and implications mean- ingful to the USAF Security Police social system , the broader police sub- culture . and the police-commity relations spectrum. Based upon the data obtained in response to this mail survey, the research report Paul S. Binbert. Jr. presents several findings of interest to the discipline of sociology. the police administration profession. and the USAF Security Police social system. he report . which presents some of the sociological and nonsociological smlarities am differences between the USAF Security Police social system and its municipal counterpart. presents an econonfl.c- systems analysis of attitudes relevant to three interrelated factors: technical training. commity relations training and programs. and com- mmity relationshipS. Sociologically and methodologically, the researcher concluded that military policemen possess a characteristic that was labeled as ”individuality.” which mitigates against the utilization of case studies and similar methodology in military sociological research endeavors. Theoretically, the investigator deduced that military police atti- tudes are influenced by subcultural associations and interactions and implied that the most important variables affecting these attitudes are ”local politics“ and the "style” of the individual police administrator. Practically. the writer presented four simificant findings with implications for the USAF Security Police establishment. as well as for the broader police subcultures (1) the Security Police. as one of the few police establishments experienced in the utilization of programued texts and correspondence training methodology. appear generally satis- fied with both techniques; (2) there is significant dissatisfaction within the Security Police system concerning their over-all training pro- gram: (3) the Security Police training officers and NCOs desire training material designed to enhance their police-commity relationships added to their program: and (4) the Security Police generally perceive Paul S. Einbert. Jr. themselves as enjoying favorable relations with each of the three commuties they serve (military. ciVilian. and local police). This latter conclusion served to validate the findings of earlier research. These conclusions resulted in the fomulation of three hypotheses in need of further e1q>loration and empirical study: (1) the USAF Secu- rity Police have been able to achieve a favorable comunity relationship by means of public relations. which is only one leg of the community relations tripod; (2) the USAF Security Police. in spite of inadequacies in their technical training. commity relations training. and community relations programing . enjoy favorable relationships with their commi- ties due to the causal texture of their environment; and (3) the USAF Security Police. in spite of their perceptions. do not. in fact. enjoy a favorable police-comunity relationship. As a result of the empirical research and survey of literature underlying this report. the researcher advanced several proposals deemed worthy of further evaluation . modification . and implementation in the pursuit of the police ideal—ordered liberty with justice. Since the study ascertained some of the dissatisfactions among Security Police training officials. the research implied several ways in which the USAF may enhance their Security Police training program. Additionally. since the research was the first attempt to determine the receptivity of police practitioners toward programmed texts and correspondence instructions . the investigator suggested that state. federal. or private agencies. such as the Office of Law Enforcement Assistance or the International Associa- tion of Chiefs of Police. might well consider such techniques as a means of aiding municipal police in their attempts to professionalise . More importantly. since the study succinctly implied that some police agencies Paul S. blubert. Jr. may be able to attain a favorable police-commfity relationship without adaptation of the total police-commfity relations concept. the researcher advanced the proposal that police administrators adopt the economic-systems analysis of behavior within their organisations. This approach appears to hold more promise for police administrators in their problem solving efforts than is offered by the traditional managerial approaches in vogue in policing today. A SOCIOLOGICAL. WONDER-SYSTEMS ANALYSIS OF ATTITUDESs TRAINING AND POLICE-COWRJNITY WHONS WITHIN THE UNITED STATES AIR FORCE By Paul S. Hubert. Jr. A THEIS Submitted to Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF SCIRJCE School of Police Administration ard Public Safety 1969 5; 595442 /.c/2 2/0! 9 This is to certify that the thesis entitled A SOCIOIDGICAL. EEONOMIC-SYSTW ANALYSIS OF ATTITUDES: TRAINING AND POHCE-COMMUNITY RELATIONS WITHIN THE UNITED STATES AIR FORCE presented by Paul S. Phbert. Jr. has been accepted toward fulfillment of the requirements for the degree of M. S. Jaw/£4 /V/ [Z/Cij‘ ”If. 14. 7 ' (Chairman) wade . V (Member) _ .3 \‘ £11 74‘ Amine” nus. July 23. 1969 (Masher) ii T0 2 ROBIN ANN This is yours: may you someday understand. iii ACKNOWWTS This thesis reflects the efforts and support of numerous persons. The author's deepest appreciation must be extended to his 200 million fellow-Americans who indirectly supported the writer in the interest of national defense . Ehual appreciation must be extended to his employer . the United States Air Force. for making the entire effort a possibility. Sincere appreciation must be extended to Professor Louis Radelet , Director of the National Center on Police and Community Relations. who made available opportunities which contributed greatly to the student ' s total development—most notably the opportunities of teaching and working in the classroom and at the 1969 National Institute on Police and Comu- nity Relations. Doctor John H. HeNamra. whose critical editing and coments greatly enhanced the final product. should not go unheeded. Gratitude must also be expressed to the officers and NCOs of the Security Police who participated in the survey in spite of the rigors of their day-to-day assigned missions. Hopefully. their efforts shall not pass in vain. but rather. will lead to positive action. Last. but not least. special appreciation must be extended to the writer's wife. Leanora. As severe critic. editor. and typist. as well as motivating force throughout the author's academic pursuits. her contribu- tions were. unquestiombly. the greatest of all. As in all manuscripts. the errors and deficiencies remaining are the sole responsibility of the writer. iv TABLE OF CONTENTS CHAPTER PAGE I. INTIDDUCTIONANDOKIHITATION................ 1 TheProblem........................ Statementoftheproblem................ General theoretical orientation of the research . . . . . UIC'NN Backgromdtotheresearch ............... “mere-earshdesim................... 10 Significanceoftheresearch.............. 11 Limutionsoftheresearch............... 12 Operational Distinctions and Definitions of Terms Used . . 13 Polioe-comunityrelations............... 13 Commity........................ 13 Training........................ 15 Developnent....................... 15 Police-oommmity relations training . . . . . . . . . . . 15 Marmgement/administration/emecutive . . . . . . . . . . . 16 II. ’HIE POLICE AND THEIR PKDBIJMS: A SINTHEIS OF THE LITERATURE 17 SomePoliceProblems................... 1? TheImllllc'smle..................... 18 Attitudes conditioning the police-commity relationship 22 Policediscretion.................... 25 Si Feliceltyle...............o...... cimdiaoldeneeeeeeeeeeeeeeeeeeeee 27 V CHAPTER PAGE Smrization...................... 29 PoliceResponsestoTheirProblems............ 30 Professionalisation: training and its difficulties . . . 30 Commdtyrelationstninins.............. 31» The evaluation of training methodology: sensitivity training....................... 39 Commnityrelationsprograms.............. #1 Smrisation......................43 ProposedMethodsofImprovingPoliceTrainingo...... "4 Thesystmcapproach..................1+4 Correspondencestudy..................1+6 SmandConclusions..................’48 III. PIDFILE OF THE USAF SHIURITY POLICE: UNDERSTANDING ITS METABOIISM........................ 50 Similarity Between Military and Civil Police . . . . . . . 50 Contrasting Features of the USAF Security Police . . . . . 53 s'5'<3‘IJ!'=1-tl?'Police'I‘ra.’:.u:1.r:g................. 56 Security Police Concerns with Comunity Relationships . . . 6O Smanarisation....................... 66 IV. CONCEPTUAL FRAMEWDRK: TIE ECONOMIC-SYSTD’IS APPROACH . . . . 68 meRoMcAppmchumcisMnhhng .. . .. . ... 69 Systems Analysis ofBehaviorinOrganisations. . . . . . . 73 The causal texture of organisational environment . . . . 75 Conditions RequiredtollnduceChangeinBehavior . . . . . 78 SmaryandConclusions.................. 80 V. NATURE. PROCmURES. AND METHODOLOGY OFTHERESEAKJH. . . . . 83 Vi CHAPTER TheResearchInstrment.. . . . . . . . SectionI.identifyingdata. . . . . . Section II. Opinion data . . . . . . . “fiscal“mmngeeeeeeee 0 Category II—comunity relations training Category III-PCR programs . . . . . Category IV—PCR perceptions . . . . Procedures ............... Research Propositions and Hypotheses . . Nullhypotheses............ StatisticalAnalysis .......... Variables............... Analysis ............... VI. DATA ANALYSIS. FINDINGS. AND CONCLUSIONS . Introduction .............. Responsetothesurvey ........ Format of data presentation . . . . . . Surveylimitations .......... General Characteristics of the Respondents Sumaryandconcluslons. . . . . . . . Attitudes Pertaining to the Over-all Training Perceived importance of training . . . . . . . . . Perceived effectiveness of the training pro gram . Perceived‘squftnj-nj-ngeeeeeeeeeee Satisfaction with technical school . . . . . . . AttitudesconcerningtheCDC . . .. . . .. . . '11 PAGE 83 85 89 92 93 100 101 102 102 101: 105 105 105 107 108 108 115 117 117 119 12h 12? 129 CHAPTER Summary and conclusions . . . . Comunity Iblations Training Data Summary and conclusions . . . . Comunity Relations Programs Data Sunmary and conclusions . . . . . . Perceptions of Relations with Various Comunities Ciwmwnceeeeeeeeeeseeeeee Military community Civilian comunity Importance of favorable comnity relations to security mission accomplishment Smryandoonclusions............... Over-all Findings , Conclusions , and Implications of Survey Methodological and theoretical conclusions Practical findings and implications . . Economic-systems analysis 0 . . . Smary and conclusions . VII . Summary . . . . . . Survey findings . Conclusions . . . . Conclusions . . . Implications . . Reoomendations . BIBLIOGRAPHY SUMMARY AND CONCLUSIONS . . PAGE 132 133 138 139 101 142 1112 1113 11+? 1H8 149 150 150 153 151+ 160 162 162 164 166 166 167 .169 171 CHAPTER PAGE APPWDIX A. Comparison of Perceived Roles of Police . . . . . . . 177 APPENDIX B. Studies of Sensitivity Training . . . . . . . . . . . 178 APPENDIX C. USAF Security Police Opinion Survey . . . . . . . . o 182 APPENDIX D. Projects Listed by Security Police Units to Enhance Their Community Relationships . . . . . . . . . . . 188 APPENDIX E. Nonsignificance of Variables . . . . . . . . . . . . . 190 TABLE HII. XIV. XV. LIST OF TABLES Total Number of Respondents by Current Command . . . . . . Total Number of Respondents by Previous Comand . . . . . Number of Respondents Agreeing/Diugreeing that Training Is Important Favorable Attitudes Toward Effectiveness of Security Police Training Program Attitudes Toward Effectiveness of Training Pragram by Previous Comand Assignment Perceptions of Wasted Training Time Perceptions of How Well Security Policemen Are Trained . . Perceptions of Adequacy of Technical School Perceptions of Adeqmcy of Career Development Course . . . Perceptions of Adequacy of Cir-Question 21+ Receptivity to Programmed Course Material Respondents Emphasizing Community Relations Throughout TrainingProgram.................... Respondents Conducting Special Classes in Community Relations ....................... Perceived Need for Additional Comunity Relations Training Material.............'........... Respondents Providing Instruction in Various Subjects . . PAGE 109 110 118 120 121 123 125 127 129 130 132 13a 134 135 TABLE XVIII. XIX. Comand Responses Indicating Instruction in the Various SubjecthhtterReportedinTableXV . . . . . . . . . . Rospondents ' Perceptions of Comunity Relations Programs . Perceived Need for USAF Guidance to Enhance Community Relations .............5.......... Conan! Need for USAF Guidance to Enhance Commity Relations ....................... Pemeived Poor Relationships with the Civilian Police . . Perceived Attitudes of Local Police Toward Security Police Perceived Poor Relationships with Military Community . . . Perceived Attitudes of mlitary Comunity Tourd Security Police......................... Perceived Relationships with Civilian Comunity . . . . . Perceived Attitudes of Civilian Comunity Toward Security Polioe......................... Importance of Good PCR to Security vs. Law Enforcement mssionAccomplishment................. NCOSthectMatterEvaluation . . . . . . . . . . . . . . Officer Subject Matter Evaluation . . . . . . . . . . . . ParceivedROIOSOfPOJ-iceeeeeeeeeeeeeeeee PAGE 138 1110 141 1111 1113 11m 1115 1116 147 1118 149 158 159 177 LIST OF FIGURES FIGURE PAGE 1.BasicAirForceStructure................... 8 2.ASimpleComunitySystem................... 76 3. An Elementary Framework for Diagnosing Human Behavior in Organisations........................7? 4. ConditionsRequiredtoInduceChange............. 79 LIST OF ABBREVIATIONS AND NOMENCLATURE I. ABBREVIATIONS CDC—Career Development Course; a correspondence course required of all Security Policemen. CDNUSnContinental United States , exclusive of Alasloa . NCO (in tables a N)-Noncomissioned officer; within the USAF all enlisted personnel in the pay grades of 3-4 through 3-9. All NCOs are addressed as sergeants: hence NCO, sergeant, and noncomissioned officer are interchangeable terms. NCOIC—NCO in charge of a given function, section, or unit. OFF (in tables =- O)-Officer (either warrant officer or commissioned officer; pay grades 111-1 through M and 0-1 through 0-10). U. S.--United States. USAF-“United States Air Force. II . MAJOR AIR COMMAND ABBREVIATIONS AAC—Alaskan Air Command ADC-«Aerospace Defense Comnd AFDC-Air Force Logistics Comand AFSC—Air Force Systems Comand ATC--Air Training Comand AU-nAir University Hq Weadquarters Comand (Headquarters USAF) xiii MAC-1filitary Airlift Command PACAF—Pacific Air Forces SAC-Strategic Air Comand TAG—Tactical Air Comand USAFFF-United States Air Forces in Ehmope USAFSS--United States Air Force Security Service III . NOMENCIATURE The President' s Crime Comnissionu'lhe President 's Comdssion on Law Enforcement and Administration of Justice. The Kerner Comission (also the Riot Conussion)—‘Ihe National Advisory Condssicn on Civil Disorders. Junior officers—Marrant officers, lieutenants, and captains (pay grades W-l through we and 0-1 through 0-3). as opposed to majors. lieuten- ant colonels, and colonels, We are referred to as field grade or senior officers. Police-comunity relations—abbreviated PCR—a concept embodying public relations. calamity service, and comunity participation. 'L' '9‘ CRAPTERI INTRODUCTION AND ORIENTATION Within the past twenty-five or thirty years numerous innovations have occurred in the employee relations, the public relations, and the technology of the police profession.1 These changes, coupled with the phenomena of a dymmie society. have resulted in a veritable mountain of literature. research. and concepts directed tomrd criticising, studying, or improving the police and resolving their problems. The scope of interest has been as vast as the ngnitude of the literature. One area of socially significant study has been that of police-connunity rela- tions (including all of the implications contained within this concept). As one researcher noted, there have been a proliferation of research projects which have studied police attitudes toward their cit- izens. police perceptions of citizen attitudes toward their police, and vice versa. These projects have been undertaken on behalf of the Pros-- ident's Commission on Law Enforcement and Administration of Justice (hereafter referred to as the President's Crime Commission), as well“ under the sponsorship of nmerous public and private agencies.2 However. 1’The International City thagers' Association. Municiggl Police Administration (Municipal Management Series. Fifth edition: Chicago: fie International City Managers' Association. 1961). p. 176. 2Charles H. Bailey. “National Survey of United States 111- Force Directors/Chiefs of Security Police Attitudes Pertaining to USAF Secu- rity Police-Commity Relations" (unpublished Master's thesis. Michigan State University, East Lansing. 1111211131111. 1968). pp. 13-1!» 1 2 the only previous research executed pertaining to M police- cclnunity relations was restricted to a study of the attitudes of the chiefs and directors of the United States Air Force (hereafter referred to as use") Security Police? A second focal point of interest has been police develoment. technical training. and training. specifically designed to enhance police- comunity relations. It is significant that the majority of police lit- erature pertaining to police training has been more subjective and opin- ionated than scientific. mushy simificant is the absence of data regarding milita_ry police training and development. we present study embraced both of these concerns. albeit. from a police-commity relations perspective. In format the report presents some motivating factors leading to the research effort. a synthesis of sociological and nonsociological literature relevant to police-commity relations and police training. a conceptual scheme which appears adopt- able by all police agencies. and the specific study of the USAF Security Police. I . THE PIOBLDI Statement 93; 2'13 problem. This inquiry consisted of an ensdna- tion of attitudes within the USAF Security Police social system. The attitudes pertained to USAF Security Police technical training. commu- nity relations training and programs. and Security Police-commuty relationships. These were perceived as interrelated factors . each sum],- taneously functional and dysfunctional for the other. 33o. ibid.. pp. 1-160. 3 As an exploratory-descriptive effort the research had a meter of objectives: (1) to provide an analysis of perceptions reflected by Seou- rity Police chiefs and directors. Security Police training officers. and Security Police training sergeants (hereafter referred to as NCOs) con- cerning their Security Police-commity relationships: (2) to explore the attitudes of Security Police training officers and training NCOs toward the state of the art of Security Police training in its broadest perspective; (3) to determine the extent of Security Police-commity relations training and of community relations programs: (4) to evaluate the data in terms of managerial theory: and (5) to determine the impli- cations of the study. both upon the USAF social system and the broader police-oomunity relations spectrum. In view of the need for developing or employing theory applicable to police activities. this report has described a concept. which has not been incorporated within the param- eters of police literature. that is adoptable by the police in decisions involving police training and developmental endeavors. The purpose of any research is to discover answers to questions through the application of scientific procedures: thus. research always couences with a question or problem.“ This inquiry began with three interrelated questions : (1) to what extent are police-commity rela- tions concepts suitable for adaptation by the USAF Security Police 7 (2) to what extent have the USAF Security Police implemented police- comunity relations concepts? and (3) to what extent do USAF Security Policemen perceive a need for training (or the improvement of training) and (or) programs designed to enhance their comunity relationships? “0111:. 30111.12. 9; 9;. , Research Methods 1.; Social Relations (revised one-volume edition: New York: HoIt. Rinehart and Maston. Incorporated. 1967). p. 2. 11 Rosearch questions are posed for two reasons—intellectual and practical.5 This project was undertaken for both reasons. The prac- tical motives did not imply either poor Security Police-commity rela- tions or inferior training: rather. they implied that even good commu- nity relations and effective training programs can be improved. The general topic was selected out of a scientific curiosity in exploring the general subject matter. an area about which relatively little is known of an empirical nature.6 General theoretigg orientation pi E research. Due to the exploratory nature of the project and due to the inclusion of several problem areas and fields. this study encapassed a range of theoretical interest. In its broadest perspective the basic referent was sociolog- ical in that the research employed. as its point of departure. a set of socially simificant attitudes and perceptions within a formal social system. The USAF and the USAF Security Police were envisioned as social systems (i.e. . groups of people. together with the interrelationships between the pople and between their attributes). The term ”social system” embraced the sociological concept that a group is a multidimen- sional system of roles. The term also rendered homage to the regular and ordered interaction and interdependence of the assemlage of person- nel within the USAF. Similarly. the social system concept implied a formal lifestyle bound together by many comon symbols and activities.7 529.13" P- "’- 6This is but one of several reasons espoused by scholars to ”jus- tify“ research of a subject. See ibid.. p. 2?. 7111s concept was developed from a synthesis of ideas contained in John A. Seiler. m M _ip_ OMtional Behavior (Homewood. 5 In a narrower perspective the general frame of reference was police administrative since the stucw concerned itself with universally encoun- tered police problems (i.e. . training and community relations). In its narrowast sense the inquiry determined some attitudes within the USAF Security Police social system which should be of concern to all within that system. The perspective. conceptual framework. and implications of the research appear to be of interest to all police agencies; the detailed data seems limited primarily to the USAF. Backmund to _t_h9_ research. The President's Crime Commission has made more than two hundred specific recomendations that the commission believes can lead to a safer and more just society.8 Although some (if not most) of these recommendations have varying degrees of merit. mm involve either: (1) a drastic change in the lifestyle of the conunity and the police. or (2) a greatly increased expenditure of funds. For these reasons the early initiation of mam such proposals is problematic: however. some may be feasible for early implementation. This research entailed a study relevant to those recomendations pertaining to police training and police-community relations. Illinois: Richard D. Irwin. Incorporated. and the Dorsey Press. 1967). PP. 1 ff.: Marshall B. Clinard. Sociologz 2;; Deviant Behavior (third edition: New York: Holt. Rinehart and Winston. Incorporated. 1968). pp. 61-69: Arnold W. Green. Sociolog: in m 9.: Life ;:_.n_ Modern Soci- etfi gthird zgitiodeewt Ion-11c : McGraw-liill .Book Comparw. In-c-OI—rpora' 537 a PP. 1‘. Chap. 3: and Webster s pie-g Colleflte Dictiom (S ield. Massachusetts: G. and C. Merriam Company. lichers. 1956). pp. 803. 863. 8The President's Communion on law: Ehforcement and Administration of Justice. The Challenge 2}; Crime in a Free Societ (Washington. D. C.: United States Government Printing Office. {9675. p. v. 6 To avoid confusion with other concepts (e.g. . public relations) which are not synorwmous. the term ”community relations" may be gener- ally defined as: . . . the variety of ways in which it may be emphasised that the police are indeed an important part 9;. not apart from the commu- nities they serve. Properly understood. Police and Community Rela- tions is a concept for total police organisation. functionally speaking—a total orientation not merely the preoccupation of a special unit or Bureau wi the department. . . . In short. Police and Community Relations. ideally. is an emphasis. an attitude. a way of viewing police responsibilities that ought to permeate the entire organisation.9 From such a definition. encompassing a total orientation. it is apparent that professional training is an inseparable part of any comunity rela- tions program. This does not imply that training. in and of itself. is the key to effecting better comunity relations: rather. it implies that training is but one variable which my be functional for commity rela- tions . Vithout a commity relations orientation. training may well be dysfunctional for comunity relations. The previous research in the area of military law enforcement and commity relations produced data which man experienced Security Police personnel would have anticipated. This is not to imply that the study was unimportant; indeed. it provided an initial empirical exploration into the Security Police social system. However. further research was necessary to deterMne the validity of these previous findings. to deter- mine existing related attitudes. and to develop better comunity rela- tions programs. This study comenced with the previously established concept that the USAF Security Police. in order to effectively perform. are concerned 9A. F. Brandstatter and Louis A. mdelet (eds.). Police and 923. munitz Relations: A Sourcebook (Beverly Hills . California : Thalencoe Press. W. Introducti—I—“on. p. v. 7 with developing and maintaining a good relationship with three different communities: (1) the military comunity. (2) the nearby civilian comu- nity. and (3) the nearby civilian police connunity.1o This same concern is probably shared by other military law enforcement agencies . but due to differences in training and operations between the Army. Navy. and Air Force further comparisons or generalizations are. perhaps. unfeasi- ble. The Air Force was selected for study due to the researcher's past experience therein . which contributed more insight and knowledge to the inquiry than if some other branch of the Armed Forces had been explored. A concern with good Security Police-community relations has been expressed by a. substantial majority of the chiefs and directors of Secu- rity Police organizations throughout the United States.11 A significant mmber of these individuals also perceived a need for guidance in Seou- rity Police-comurity relations from Headquarters USAF . Additionally. thedata revealedagreaterneedinsomemajoraircomandsthanin others."2 This posited a hypothesis that comunity relations programs within the USAF have generally originated at air command or base level rather than at Headquarters USAF. To understand the significance of this proposition. it is necessary to have a fundamental concept of the broad Air Force organisational structure. The basic Air Force structure forms a pyramid. At the top of the pyramid is Headquarters USAF. responsible for directing and guiding all subordinate units. Directly below Headquarters USAF are several major air commands and separate operating locations. each charged with a ioBailey. 22. £352.. Pe 17s “ma" pp. 131-132. izIMdgg p. 123s 8 different mission in support of the over-all Air Force mission. Each comand. in turn. has subordinate units. variously termed air forces. air divisions. or subconands. hch suboomand (or comparable unit) has subordinate wings. regions. or areas. which are further subdivided into groups (or other terms). which are themselves subdivided (see Figure 1). me1 _ f , J I J 1 a L J [ smog AIR cdrmmnsl I I j ftmcoméuosjm coermla L346 muss LAREAé fission} . ANqEOHPAhABLhWELS maps | f 1 J sqmdaons j I 1 1 FIGURE 1 BASIC AIR FORCE STRWTURE In terms of community relations. the significance of this organi- zation lies in the fact that community relations training and programs can be initiated at amr one of several levels of command. More important than this latter consideration is the fact that the chiefs and directors have expressed a concern with commity rela- tions. This concern. rather than decreasing. is likely to increase for several significant reasons: (1) the disorders of recent years could appear on or at amr military facility. especially if the military police 9 do not contribute their share to the reduction of community tensions :13 (2) the Armed Forces are becoming more concerned with minority group problems due to increased difficulties on the bases and due to military involvement in civil disorders: and (3) the vacillating United States' relationships with foreign countries (in which military personnel are stationed) make good consnunity relations increasingly more important abroad. as well as within the Urited States. Although there are numerous elements in a good police-ccmmnity relations program (including public relations. comunity service efforts. community participation and dialogue . and mutual trust and confidence). an essential aspect is the training and professionalism of individual policemen. One specific recomendation of the President's Crime Commis- sion was that: Formal police training programs for recruits in all departments. large and small. should consist of an absolute minimal of 1500 hours of classroom work spread over a #- to 6- month period so that it «an be combined with carefully related and supervised field training. This suggestion may. or may not. be fully valid. for it was not based on a systematic appraisal of existing programs and (or) require- ments. Nonetheless. this recommendation did reflect a valid concern with police training. for no person is prepared to perform police work 13See. for example. The National Advisory Commission on Civil Disorders. Heart 23: the National Adviso Commission 25; Civil Disorders (New York: Bantam Books. Incorporata. $5963). Hereafter referred E as the Riot Commission or Kerner Commission. which ably documented the police role. police training. and police-community relations' bearing upon riot prevention. riot causation. and riot control. 1“The Prosident's Crime Commission. 1kg W 23: 2:123 39, 1 Free Societ . p. 112. 10 on native ability alone.” Indeed. it was the researcher's firm belief in this latter thought. coupled with acceptance of the statement that ”how a policeman handles day-to-day contacts with citizens will. to a large extent. shape the relationships between the police and commity.'16 that led him to concentrate on the training aspect of police-community relations. In essence. the researcher viewed training as one barometer of a concern with police-consumity relations: how training is conducted will result in a functional or dysfunctional impact upon these relations. _T.h_e_ research $11.2- The research propositions mich served as guideposts in formulating the research instrument were developed from the sociological and nonsociological literature of several fields a man- agement . police administration . human relations . education. and training. he data which was developed was obtained from a mailed. self- administering questionnaire dispatched to the 101 Air Force bases listed in the in; m Directog g_f_ Unclassified Addresses.” Bases within the continental United States were chosen since eadx has a Security Police unit. Air Force Reserve bases. Air National Guard bases. Air Force stations. and auxiliary fields were not surveyed. The Reserve and National Guard units are not regular or active duty contingent” hence . their problems and attitudes would not necessarily be similar to active duty bases. Stations and auxiliary fields. as well as sites. 1S‘I'he President's Cowssion on Law Enforcement and Adndnistra- tion of Justice. Task Force __ports The Police Washington. D. C.: United States ww—T-rmmtmg Officer-r9377. p. 137. 31 161‘he National Advisory Coulission on Civil Disorders: 0 . Lit- 0 Po 2e 17Department of the Air Force. Air Force Manual 114+].D Volume 1. Air F__o____rce Directogx__ of Unclassified Addresses (fishington.D . C.: Department of the Air —Fcrce. November 1. 11 were not chosen due to their small size. frequent absence of any Security Police unit. and a number of other differentiating features. Overseas bases were not surveyed because this would have: (1) presented security problems (the total list of addresses is classified as are some of the characteristics of the bases. such as population): and (2) presented attitudes influenced by the country of assignment. thereby. introducing a new variable (i.e.. the difference in attitudes of Security Policemen in the United States as opposed to those personnel stationed in Gemany. Turkey. Japan. etc.). . A mail questionnaire was utilized in preference to personal inter- views due to the expense and time involved in visiting 101 bases. It was felt that a near-universal suple .of all bases would culminate in more valid data than would personal interviews at three or four of the bases: the results of the questionnaire supported this belief. The wide range of responses reflected a high probability that a limited case study would have been unrepresentative of Air Force attitudes as a whole. thereby. precluding the generalizing of any findings or conclusions . The questionnaire we constructed following an extensive survey of police literature. The questions developed were designed to accom- plish two objectives: (1) to compare this inquiry with a prior research effort in order to correlate the attitudes expressed by chiefs and direc- tors of Security Police with the attitudes of Security Police training officers and training NCOs. and (2) to determine the extent to which Security Police training officials share attitudes toward training and professionalism as expressed in the literature of police administration. Significance 2f the research. The significance of this research lies in three perspectives: theoretical. methodological. and applied. 12 The study is of theoretical importance as it inquired into a largely unexplored area of police-community relations-"military police. This is significant because the study adds knowledge to a vital'area of police concern which thus far has been primarily limited to what can best be termed ”experienced perceptions." 0f further theoretical impor- tance. the research provides insight into those attitudes within which the police must operate and brings into police literature some concepts of other fields which appear adoptable to police work. The implications of the study have applicability to all segments of the policey-comunity relations spectrum. This inquiry is methodologically significant as it serves as a model by which similar data may be obtained by other police agencies: albeit. creative imagination would result in modifications to meet local conditions. Additionally. the study provides guidance for conducting similar research within the USAF. The research was of practical inportance because it provided the researcher with an opportunity to investigate a number of often contra- dictory notions relative to police training and police-commity rela- tions. often verbalized by his peers yet unstudied empirically. Limitations 9}: the research. The foremost limitation of the research is the material's reliability due to the inherent restrictions of any mail questionnaire (see p. 108). The data is merely opinion data. a second limitation: hence. no consideration can be made of the attempts. conscious or subconscious . to alter these opinions prior to inplementing new training methods or subject matter. or new programs. 13 II. OPERATIONAL msnncnous AND Dmmnous or TERMS use) Mwommity relations. Although a definition of this concept has previously been given. there are several other explanations with a degree of validity. Of these definitions the best appears to be ”the sum total of the mamrandvaried ways invhich itmaybe emphasized that the police aromatggandnfiwfrcmthe communities which they se:'-ve."1’8 Many who utilize this concept add to it the conception of a three-legged stool. each leg of equal importance in holding the stool upright. Some perceive one leg as public relations. a second as commity service. and the third as comunity participation. 19 Others have employed this tripod concept in such a manner that one leg is pub- lic relations. one is human relations. and one is comunity service.20 Both of these conceptions are proper undertakings which appear to differ primarily in emphasis. The concept utilized in this treatise was that of a tripod whose three legs are public relations (including inter- group and interpersonal relations. imagery. and press): comunity serv- ice: and commity participation. Community. There are several acceptable definitions of flat con- stitutes a comunity. and one can enter into an interesting but. perhaps. 1'81.ouis A. Radelet. ”Police Community Programs: Nature and Pur- pose ." Police and _t_h_g Changgg Community: Selected Readings. ed. Nel- son A. Watson Mshington. D. C. : International Association of Chiefs of Police. 1965). p. 122. 19Brandstatter and Radelet . _lgg. git. 20Peoria Illinois Police Department. Developggnt 2.1; 3 Police- Community Relations m. A Report Prepared under United States Department of Justice Office of Law Enforcement Assistance Grant Number 1a. (Rom. 11113301.. P011“ “Wt. M. 1968). p. 11. 11b futile exercise as to the elements of a ”true community.“ In this discourse the definition utilised by Coates and Pellegrin appears appro- priate. particularly in discussing a “unitary” versus a "civilian” com- munity. The military commity say. in fact. be real or a more state of mind: hence. the following seems adequate: . . . territorial. groupings within which most if not all of the goods and services necessary for the maintenance of life are to be found. So defined. a commfity consists of a relatively large num- ber of people who reside in an area and who carry out their day by day activities within the context of commuty groups. institutions. and organisations. Their needs for shelter. clothing. food. water. medical care . spiritual guidance . intellectual improvement. justice . and so forth are all normally not without having to leave the con- fines of the convexity. more is a second way in mich the concept of commity is fre- quently employed. A community is not only a collection of individ- uals. groups. and organisations which perform institutional func- tions. but in a sense it is also a “state of mind.”21 In terms of this study. the first definition precluded inclusion of Air Force Reserve and Air National Guard units. since these contin- gents do not provide most of the goods and services necessary for the maintenance of life within a military comunity: indeed. they may not even qualify as a military commity in terms of the second explanation (1.6.. state of mind). Similarly. small fields. air stations. and aux- iliary fields may lack either the first or the second definition of a comunity. Regular Air Force bases meet the requirements of both expla- nations to a considerable extent: bases tend to provide most goods and services needed to maintain life and tend to create a state of mind that they are a separate ccmunity from the adjacent civilian comunity. mCharles H. Coates and Roland J. Pellegrin. Military Socioloa: _Stuflg; of American Milita Institutions and Milita Life (University Park. Maryland 3 The Science Fresh—{.965}. p. £3. 15 m. This can best be defined as ”management's intentional act of providing a means for learning to take place. on the Job or in the classroom. Its purpose is to help each individual reach his maxi- mum potential. '22 One may contend that training differs from education in that training is designed to limit behavior. whereas. education is designed to broaden behavior. In police work both concepts are of equal importance. Within this report these terms are used interchange- ably so as to avoid aw need for entering into an academic discussion as to another some technique is educational or training in nature. Bhu- cation and training are both encompassed within the broader concept of ”developmental process.” Develgpment.23 For the purposes of this treatise. develoment is defined as aw attempt to improve current or future performance by imparting information. conditioning attitudes. or increasing skills. Thus. the tens necessarily includes both training and education and encompasses technical training. human relations training. and executive mm. M-commuxfitz relations training. Another effort could be undertaken to differentiate between human relations training. intergroup relations traiJung. interpersonal relations training. and a host of other concepts. Within this report police-commdty relations training was utilised to serve as an all-inclusive concept denoting any training 2‘2John Proctor and William Thornton. Training: A Handbook :2; Line Managers (New York: American Management Association. I93“. p. 22. ZBBasic definition is derived from Robert J. House. Management Qavelopnent: Desi . Evaluation 592 Inflementation (Ann Arbor. Mich- igan: Bureau of Industrial Relations. Graduate 1 of Business Administration. University of Michigan. 1967). p. 13. 16 designed specifically to enhance the police-commity relationship. Such an all-encompassing concept necessarily includes human relations training. courtesy. psycholoy. and a host of other terms all designed primarily to equip the individual officer to better deal with and relate to persons and groups. The prime purpose of the concept is to differen- tiate this type of training from technical or professional police train- ing. such as how to patrol. how to complete certain forms. how to fire a weapon. etc. Mamgement/adMnistratign/emecutive. One writer has defined an executive as "a person the is responsible for the efforts of others. makes decisions on questions both as to policy and practice. and exer- cises authority in seeing that decisions are carried out."2k This appears to be an apt description of a police chief. thereby. providing some validity to the concept that a chief is. at one and the same tine.- a manager. a comander. an executive. and an administrator. Within the context of this paper these terms are used interchangeably. Addition- ally. these terms are not necessarily restricted to the chief per so. They also extend to those individuals Within a police hierarchy in man- agement. amnistrative . or executive positions. who are responsible for planning . implementing . directing. or controlling developnental efforts and] or comunity relations programs. ' 2“Glen U. Cleeton and Charles W. bison. Executive Ability. Its Discove £13 Develomnt (Yellow Springs. Ohio: Antioch Press. 1%). Pa e cumsa II THE P012108 AND THEIR PROBLEMS: A SIN'MESIS OF THE HTWTURE in , extensive quantity of literature has been written concerning police problems related to police-commity relations. Some of this prose has been the result of sociological researchs‘whereas. some has 7-“ been promulgated from experience. insight. or other factors. This chap-- ter does not purport to smmnarise the literature: rather. the chapter projects a concise synthesis of the pansophy delineating those problems inducing the survey. I . SOME POLICE PROBLth A widely held social-psychological frame of reference for eXplaining behavior is symbolic interactionism. One aspect thereof my be termed subcultural association. These concepts interpret most human behaviosz being learned behavior in which an important part of any given role is theextent to which the role incumbent acquires the techniques. « rationalisations. and philosophies of a given cultural subgroup.1 These 1Subcultural association is similar to the differential association theory employed to explain criminal behavior. but refers instead to any type of behavior learned through subcultural interactionism. The theory of differential association has become the leading sociological framework for explaining the development of criminal behavior. See Edwin H. Sutherland and Donald R. Cressey. Principles 2;; Criminolo (seventh ' edition: Philadelphia: J. B. Lippincott Company. 9 . pp. 77-100. The details of the theory have been modified with the passage of time. but the theory has remained essentially a learning theory of criminality as well as a learning theory of normal behavior.' See Frank E. Hartung. massed m (Detroit! Wayne State eraity Press. 1965). ' ' 17 ' - .4‘ ed 9 '1 n4 - ‘la . a. .1. h . ...u. I- ... \.....:.e.ee.... .t D‘- II 5“ 18 conceptions of human behavior necessarily focus on self-concepts . socialization. and social roles. which are interrelated with attitudes and motivations.2 The theories also largely explain may of the police , problems existing in America today. an: 31:3 all}; 322.3. One of the more vexing problems is that of a lack of consensus concerning the role of the police. The general function of the police may be stated as the maintenance of order under the rule of law-ideally expressed in the phrase. ordered liberty 112; justice. At present. however. there is little agreement. in or out of police circles. as (to flat the role of the police should be. This is" ‘ due. in part. to the numerous sources of police-role definitions (cit- izens. courts. legislatures. and executive agencies). This is also a result of the interrelationship of the police role with some of the most excruciating issues of our society—civil rights. crime. poverty. urban- isation. etc.3 Hence. acceptance of a generalized police function does Hartung discussed differential association and symbolic interactionism as determinants of deviant. as well as nondeviant. behavior. Alfred R. Lindesnrith and Anselm L. Strauss. Social Psycholog (revised edition: New York: Holt. Rinehart and Winston. Incorporated. 1956) provide an over- view of the interacticnism. self. and role concepts which are inextricably interwoven within the differential association and subcultural association concepts. The term subcultural association was employed in this paper so as to utilize a term more sociologicallv acceptable than differential. association. zFor example. see lindesmith and Strauss. supra. aConanents derived from a lecture given by Professor Louis A. Radelet. Director of the National Center on Police and Commity Rela- tions. to students in a graduate course on Community Relations in the Administration of Justice at Michigan State University. East Lansing. Michigan. Fall term. 1968: and National Center on Police and Community Relations. A National Survey___ of Police and Community Relations. A Report of a Research Study Submitted- to The President rs Comission on Law Moreemmt and Administration of Justice. Field Survey V (East Lansing. Itichigan: School of. Police administration and Public Safety. Michigan State uni-"r’itYI 1967) : Pe6 19 . not serve either to alter or to eliminate the confusion and ambivalence which exist on the part of both the police and the body politic con- . coming the police role. . One aspect of the problem resides in the fact that society is ~. - continuously making new demands and requiring new behavior from the police. Consequently. the police often find themselves as transitional figures tryim desperately to meet society halfway in order that they and society may agree on what the police are supposed to be and on how 1} the police are supposed to behave. Another facet of the problem lies in the misconceptions possessed by police officers and citizens alike concerning the nature of police work. ' As the President's Crime Commission has noted. the phrase. ”police work.” leads some peeple to envision a contest-between a policeman and a criminal. Yet. the situations that the majority of policemen deal with most frequently are of a substantially different generic nature.5 Basing their opinions. perhaps. on the Western. the detective story. and the ”cops and robbers" saga. Americans tend to see police officers as spending most of their time in investigating felons and arresting them. often after a gun battle. In fact. most officers - can serve for years without using their guns. except for practice . and their arrests of felons. or even serious misdemeanants. are not very frequent. .....OOOOOOOOOOOOOOOOOOOOOOOOOOOO. e . . the situations in which police officers most frequently find themselves do not require the expert aim of a markanan. the cun- ningness of a private eye. or the toughness of a stereotyped Irish policeman. Instead. they demand knowledge of human beings and the l'Charlotte Epstein. IntergLou 2 Relations for Police Officers (Baltimore: The W and Willdns Co"'npsm"""’. i'9'5'2’). p.1 5Tbe President's Commission on Law hhforcement and Administration of Justice. The Challengg__ of 9___ri.me in 9‘ Free Societ (Washington. D. C.: muted States Government Printing Office. 19675. p. 91. 9 20 personal. as opposed to official. authority to influence people without the use or even threat of force. Other facets of the role dilema have led to the theory that the patrolman's problem of today is largely one of morale. in which the individual officer has a need to find some consistent and satisfactory” basis for his self-conceptions. This is partially due to the demands placed upon the individual officer to serve incompatible ends: a point discussed by several writers.7 The se incompatible I ends manifest numer- ous problems. not the least of which are conflicting styles and concerns in policing. ‘ The differentiation between ”law officers” and ”peace officers“ has frequently been expressed. often inferring or implying that the problem of order. as opposed to law enforcement. is central to a patrol- man's role. The order maintenance function of the peace officer neces- sarily involves the exercise of substantial discretion over matters of the greatest importance in a situation that is . by definition. one of conflict and in an environment that is often apprehensive and perhaps hostile. The patrolman. according to James Q5 Wilson. approaches inci- dents that threaten order not in terms of enforcing the law but in terms of "handling the; situation." which leads an officer. to get involved in '0'” l 6Bruce J. Terrie. “The Role of the Police.” The Annals of The AmericanA cadgm__ of Political and Soc____i__al §_____cience. CCCLXXIV (November. I937) . 37. 7James Q. Wilson. ”The Police and Their Problems: A Theory. " Public Polio . Yearbook of the Graduate School of Public Administration Cambridge. Massachusetts: Harvard University Press. 1963). 13.2 Rimeographed copy in the Brennan Memorial Library. Michigan State Uni- versity. East Lansing. Michigan.) See also Marvin E. Wolfgang. “The Police and Their Problems.” P__o_____lice. X (March-April. 1966). 50-56. which discusses the problem of conflicting demands placed upon policemen. .- 311 '1‘ .5.“ “Pa ‘1 \ 3:... k. a... .324 Ma ..t 5: 21 the situstiohutbo antithesis of the ideal of being impersona1.8 mother. in fact. Ll; police officers approach a given situation in terms of ”handling the situation." rather than enforcing the law. is problematic: whether "handling the situation” is . in fact. the antith- esis of the ideal is also problematic. It is. however. the antithesis of the role of police that is often perceived by the public as the proper role. .. In a study of a small Midwest police department. the policemen and a sample of citizens were requested to evaluate the importance of various local police functions. There was proadmate agreement between the officers and the citizenry as to the relative importance of eleven. of fourteen functions appraised. Homer. when the public expressed ' their views as to ,the expenditure of police effort. only three duties correlated with their perceptions of the importance of the tasks. For emple . both lthe police department and the. public perceived that checking parking meters for violations and appearing at various affairs and events in a “show“ capacity were the least important police activ- ities. Yet. when the citizens indicated their views as to the appor- tiomlent of police A effort. meter-checking ranked nunber one and ”show” functions rated number five.9 1 8James Q. Wilson. Varieties of Police Behavior: The Management 93; _ng and; Order _i_._n__ Eight t-—Comuni-_t13-s T'Csmb'h' wdge. bassschu‘sstts. Bar- vard University Press. 1968). pp. 1.7-21 30-33. . Wilson' s distinction between order maintenance and law enforcement is similar to the distinc- tion made by Michael Benton. in The Policeman 111617)- the Comnmnit (New York: Basic Books. Incorporated. Publishers. 1965)- .8pp. and by Hayley and Mendelsohn. infra (footnote 11). pp. 68-8 K 9Janyce Harpst and Bertha Lopez. "Survey; The Police Department” (unpublished term paper submitted for a class in social psychologr. , Siena Heights College. Adrian. Michigan. December. 1968). Data from this sttsiy is presented in Appendix A. 22 Such conflicting perceptions regarding the role of the police influence and. in turn. are influenced by an assortment of other atti- tudes by the police tor-rd the public and by the public toward the police. Much of the friction between the police and the cosmunity _ stems from these sentiments; some of which are based on fact. whereas. mm are the result of misconceptions. In either instance. the atti- tudes tend to be associated with a specific cultural subgroup. Attitudes conditiom the alga-commit! relationship. Contrary to the belief of many law enforcement officers. the majority of the ptblic has a high esteem of the mark of' the police. One survey. for example. revealed that 67 per cent of the sample (felt that the police do a good or excellent Job of enforcing the laws: only 8 per cent indicated that the police do a poor Job. Homer. polls have also show: that non- whites. particularly Negroes. are significantly more negative. than are whites. in their positions tomrd police effectiveness. as well as toward police discourtesy and misconduct. Perhaps more Limportantly (particularly to the Armed Forces). studies have revealed” that Negro males below age . thirty-five are. as a group. most critical of the police."0 Additionally. other Idnority groups hold unfavorable sentiments. toward the police; one stub indicated that; 1 . . . . minority people are. compared to Dondnants. more critical of the police. much care willing to see racial slights in police activ- ities. more suspicious of police activities. and more subject to H 1o‘l'he President's Comdssion on law orcement and Administration of Justice. Task Force Remrt: gig Police Washington. D. C.: United States Government Printing Office. 1967). pp. 115-147. The male Negro attitudes toward the police are of importance to the Armed Forces because there are more than 300.000 Negroes in the services. approximately 9 per, cent of the total force of 3.1687 .000 (statistics reported in news items W _A_ir_Force Times Ehshington. D. C.:].GJanuary 29. 1969. m 21. O same: £113: 1 am. Put ”4:131 C1 of + it :11 mi w “‘49. ‘1 n have cased 11:3: 91 mgr“! . .i T. :37: “i 5‘4 ml 51 23 mistreatment. harassment. and brutality. In all these features of relation with the police . ettmicity and not social class are correl- ative. People within ethnic groups share much more in cannon with respect.1 to relations with the police than do people of similar class. All of the critical attitudes directed toward the police are not confined to minority groups. There are a minority of whites who are disenchanted with their. police departments and who are at the forefront in the fight against the police. In addition to the disenchanted. other dominants have been captious or censorious of specific police actions or [have expressed what can best be termed ”constructive criticism." is an illustration of the former type of criticism. an eye witness to the Chit-7”- cage Democratic. National Convention of 1968 reported that: ‘ . , f? 1 What surprised me about the Mayor's police force was that it has no general standard of conduct. A Chicago cop does pretty much what he pleases. being pleasant or nasty according to his nature.1-2 This denouncement of one particular incident: somewhat mirrored earlier. less censorious findings by a citizens ' study of police-commity rela- tions in Chicago. which had noted that: hhile police brutality (in the physical sense) .is now at a minimum. _ much remains to be done to stamp out verbal abuse—all forms of men- tal cruelty and disrespectful demeanor by the police. Indeed. the police are on occasion guilty of nonfeasance (inaction) which can be as objectionable as overt abuseJ-T- . t ‘ i “avid H. Hayley and Harold Mendelsohn. Minorities and the Po__1_i___ce: Confrontation in America (New York: The Free Ess. 1.939.). p. 137. This study of Denver. Colorado. involved more than one minority group. thereby. allowing the researchers to generalize their findings more so than had the study been restricted to a community with only one sizable minority group. 1'zflurray Kempton. "Illusion to Reality."1a___w_:_ & Disorder: 2% Chicago Convention and Its Aftermath ed. Donald— Myrus (Chicago: nald m. pew-m «ant-rm“. p. 55 . 1BCitisens ' 00th to smear Police-Commity Relations . Police . I and Public: A Cri'tigue____ and a Prom (Chicago: Citizens' Committee to Stub fines-Community“ Relations in the City of Chic'ago. 1967). p.216 2.1: There is also a percentage of the dominant white comunity who are apa- thetic to police problems. as well as a minority who possess the "back- sh“ syndrome. wherein white support of the police is limited primarily to the protection which the police provide against riotous or rebellious behavior. 11w Conversely. the attitudes of the public toward their police are but one aspect of the total problem. Equally important are police atti- tudes toward the citizens they serve. There exists a lack of under- standing by police of the problems and behavior of minority groups (and those individuals who are meabers thereof). which constitutes a serious deterrent to effective police operation.” For a variety of reasons " policemen are wary of minority groups and approach minority group mem- bers cautiously and alert for danger: whereas. the dominant comunity is perceived of as cooperative}6 There is also an increasing body of evidence suggesting an affinity between police work and radical right political beliefs which influence police performance. 17 Other frequent police attitudes that condition the police-commenty relationship include: (1) a feeling of frustration among some police officers that they have been abandoned in the war against crime by an apathetic soci- ety._-(2) a, feeling of anger regarding the charges directed against them by vocal udnorities. (3) a feeling of resentment due to what they 1“National Center on Police and Commity Relations . 92. git. . pp. 20-21. 151"he President's Crime Commission. ;r_h_e Challe eggs 2; c _Fre__e_ Society. p. 107. ,. “Haley and hendelsohn.o 23. ‘93... pp. 106-108. 178eymour Mrtin Lipset. w Cos Hate Liberals—and Vice m...- Thea Atlangc. ccme (March. 1969). 7 8. '. '; ': L .159. .‘ ’ t: J 25 perceive as an overemphasis upon the rights of the individual versus the rights of society. (it) a feeling of uncertainty concerning their role in society. and (5) a concern with the moral decay of our society.18 _ Such police attitudes . coupled with the attitudes of the public . compowmd the difficulties inherent in the exercise of police discretion. a problem. the nature of which is imperfectly pemived by police and oitisenry alike. 22229. discretion. A most important. if not _t_lg most important. factor in how a patrolman performs his role is that of the exercise of" ' . discretion. The police officer in the United States retains consider- able individual Judguent in the enforcement of the law. 19 Some mund- uals perceive the police as having almost no discretion. but such undi- rected choice is inevitable. This is due. :En part. because: (1) it is impossible to observle every conceivable legal infraction. (2) laws require murmuuon. and ( 3) the police believe that public opinion would not tolerate a policy of full enforcement of all the laws all the. time. In this regard. a police agency differs from mamr other organiza- tions in that. within it. individual Judgment increases as one moves gels; 6;“ hierarchy. , The lowest ranldng officer. the patrolman. has the greatest discretion: hence. his behavior is of the gravest concern to a police administrator-.20 Indeed. the utter, of discretion is of interest V 1 l l 21":Natioi‘ia'l. Center on Police and Com'unity Relations.o 92. c_i_.__t. . PP- v It 1 ”Michael Banton. ”Social Integration and Police. The L___olice $233001 (11pm. 1963). 10. Also see Jerome K. Slcol:(1ick. Justice on m: Law Enforcement in Democratic Society New York: John y and Sons. Incorporated.i 1933). p. 73. 2°J. a. moon. Varieties 2;; Police m pp. 7-43. r- fife. b\\.t 26 to society as a whole. host police contacts are with the ordinary citizen who reports a crime. who seeks assistance or information. or who waits a minor violation. Proper relationship with these people is essential to a successful police operation.21 The use of appropriate discretion is a part of this relationship. The exercise of discretion is not confined to particular police-citizen contacts: it is also an important aspect of the formal style of policing adopted by a police agency or by an individual officer. d £91333 9511.3. Although the legal and organisational constraints under which the police operate are nearly the same from commity to comnity. some policetbehavior will be affected by the tastes. inter- ests. and style of thejpolice administrator. as well as by local pol- 22 This fictor further compounds the patrolman's problems. itics. Wilson subsequently defined three basic police stylesuwatchman. legalistic. and service. The police are watciman-like by emphasizing order over law enforcement and in Judging the] seriousness of infractions . less by what the law says about them than by the infractions' immediate and arsenal consequences upon the patrolman” In the legalistic style. patrolman—ire expected to assume a full law enforcement view of their role (enforcement of all the laws all the time). Somewhere between . these twa extremes is the service approach. in which the police‘ inter- vene frequently .but not necessarily M33 1 21'The International City Managers' Association. Municigl Police Administration (Municipal Management Series. , Fifth edition: Chicago: '11..” "lite—m." "tic-”ml City Managers' Association. 1961). p. 185. 22.1. Q. Wilson. Varieties 9; Police finer. p. 83. zhid. . .pp. 1&1 . 172-180. 205. 27 The impact of these styles is readily apparent. An administrator ‘who adopts the watchman approach is prone to charges of inadequate police protection. Conversely. the chief who adopts the legalistic approach subjects his department to charges of police harassment. The community relations orientation and a stress on the service. rather than on the suppressive. role are inherent to the service style. Equally as significant as Wilson's findings of formal departmen- tal style is the extent to which individual officers adopt a particular approach. irrespective of administrative policy. Some formal research has dealt.with this question (see HbNamara. gaggg. footnote 31). and many experienced police officers have agreed that individual policemen do adopt one of the three styles. often contrary to 'the officially pro- claimed departmental policy. . ~ The sum of these problems—vague roles. conflicting attitudes. the exercise of discretion. and the adaptation of .particular police styles- play an interrelated rple in the ultimate of police problems: disorders. ' Civil disorders. Among the more relevant findings of the Kerner Coaaaission was the fact that although specific complaints varied from p city to city. at‘ least " twelve deeply held grievances were identified as . l .1 ' factors in the 1967 city riots. Police practices ranked among those at the first level 3: intensity.2u “ * The problems inherent in rioting have resulted in considerable ' . ' ,. !. concern and literature" in an effort to preclude future recurrances of a similar nature. However. the situations leading to disorders are not t ! mills National Advisory Comission on Civil Disorders. Re rt of Bantam the. National Advison Comnission 2:; Civil Disorders (New York: _- “0k.. Imam“ ' 153;. P. is J A ’1 5r ‘1 28 solely police problems. For example. Newsweek. in discussing the Kerner Report's 1969 supplement. noted that a year later we are a year closer; to being two societies. increasingly separate and unequal.“ The police have expressed some concern with the problem. for they ultimately become deeply involved in such disorders and violence. lhe disorder problen is not merely a problem of race. nor is it limited to the citizenry. Opposing trends in law enforcement are devel- oping: these trends clearly revealed utenselves during the 1968 Demo- ‘Y _ cratic National Convention. According to Arthur I". Brandstatter. Direc-Q .. tor of the School of Police AdniMstration and Public Safety. Michigan State University. the. convention witnessed indiscriminate and excessive use of police force and observed violations of the civil rights of mam persons. it the sanewtine. the Chicago Police Department has an out- standing record in the development toward a more professional. respon- sible police agency. including a concern withl the rights of all cit- Hertha6 lhe Chicago ,,"incident" as previously reported upon in the Walker Repel-“ha". Both the incident and the report have been of legiti- mate concern throughout the land. even if some have, concluded that what the rowing and whether it has arrived at! historical truth “is of less moment than‘the fact . . '. that a given anbiguous and worrisome zsNews itau in Newsweek. March 10. 1969 p. 39. Similarly. the May 21'. 1969. edition of the £5: Force Times Washington. D. 0,] reported an increasing number of. accounts of growing tensions between whites and blacks within the Armed Forces. as well as the fact that Secretary of Defense Laird expressed concern with the increasing polarisation of the races within the Armed Forces. . I t. 7‘ 1969 261%” item in the State Journal flaming. Michigan] . March 5. . '1 . 27 Daniel van». ‘m _i_n_ Conflict (New York. New American Idbrem 1968). .1 1 '1 ‘l' “5 Ni 29 event has been looked into."28 The incident and the report have gener- ated opposing attitudes and perceptions concerning the role of the Chi.- cage police and the demonstrators alike. depending upon which cultural" stbgroup an individual refers to. Sumarisation. From the foregoing it is apparent that the police are confronted with several interrelated problems: (1) a lack'of consen- sus as to the role of the police: (2) hostile and apathetic attitudes on the part of the public tormrd the police and vice versa: (3) inherent ‘57 difficulties in the exercise of police discretion in enforcing the law. . and in dealing with their publics; (h) the impact of the alternative styles of policing: and (5) civil disorders: as well as police disor- ders. including the underlying tensions and ‘frustrations leading to such events. mess" probl‘ems (and others) have tended to separate the police from the WMGIL they serve. and each subgroup within society has imparted its open techniques . rationalisations . and philosophies upon each of its role players., thereby. giving some cnedance to the concept that a significant portion of police problems are the result of subcultural associafln and symbolic interactionism. The police subculture . the dom- inant commnity. and ivarious ethnic and other minority groups have devel- oped their own vocabulary of motives. their pm attitudes. and their own perceptions . which have resulted in the enoerheta‘pg phenomenon of the Police being apart m rather than a part 93. the communities they serve. his has been the dysfmctioml impapt of Lthe police problems. The potentially; functional impact has been the police response to their problems. a _ '1 1 T} “gamma-iii cos-ant in the National mu xx (Decca-ber 17. 1968). p. . p / 30 II. POLICE RESPONSES m THEIR swarms In response to those conditions creating police problems and. in part. in response to the disorders and tensions of society. many police agencies have attempted to professionalise: others have initiated courses in human relations in an effort to eliminate prejudices and to improve relations between individual police officers and citizens: and other departments have developed police-comunity relations programs. All of these ventures appear to be proper undertakings: yet nonexin and of themselves. appear capable of attaining the desired objective : a police that are a part o_f_. rather than apart "grog. the casualties they serve. : i Professionalisation: training g._n_d_ its; difficulties. Effective law enforcmaent .‘ although the foundatidn of all good public relations . is not self-uruffioient.29 Nonetheless .: some Idepartments have attempted to professionalihe through better recniitmentj. selection . and training of the individual policeman (and administrator) . The recruitment and selection rproblehs are topics beyond the scope of this report: whereas. . training is the icentral concern of the study: Training should have as its objective the changing of performance or behavior. This objective is the goal most. difficult of attainment and is the concern of Chap- ter IV. In the main. it can be stated that the literature relevant to police training is primarily critical in its nature. One, study of police executive developmental programs revealed. l I, that only a limited amount of executive training was conducted in the L 29 Raymond M. Momboisse. Commit}; Relations 593 Riot Prevention (Springfield. Illinois: Charles C Thomas. Publisher. 19377. p. 172. i l 1 v: r 3. 31 large departments surveyed. The researcher also found an absence of theory and of planning in police developmental programs. such as were then utilised in other professions.” The weakness of administrative developmental programs is but one aspect of the training problem. Of equal. or greater. concern are the questions of recruit and in-service training designed to equip patrolmen to accomplish their vital role in society. Although most of the criticism has been directed at the brev- ity of such training. there are other legitimate problems. A 1961} study of 1. 543 New York. police acadenw graduates led John H. McNamara to conclude that four months of formal recruit training is apparently insufficient to developnrecruit characteristics to the appropriate degree.31 This observation apparently shared the view {that trainingis one of the most importantnmeans' of upgrading the services of a police department.32 .1 . The President's Crime Comissiqn enmrated some of the basic problems in police training today: (1.) the ,instruction bears little relationship to what is expected of the officer on the Job. (2) the length of training is generally inadequate. (and (3) the methods of infistruction are inadequate. indicating. that many police departments are l ‘1 31 30Mary Jo Schneider. ”Police Ebéecutiv‘e Development: The Construc- tion and Presentation of a Model Program” (unpublished Pastor's thesis. Michigan State University. East Lansing. Michigan. 196“). pp. 1-177. 31John H. McNamara. ”Uncertainties in Police Work: The Relevance of Police“ Recruits' Backgrounds and " The Police: Six Sociolo - ' ical Essays. ed‘.“Davi.d J. Bordua (New York: John Fey and R's—13'“. ' cor pox-ated. 1967).1 p. 191. q ¢ ' . 32,3» President's Crime Commission. Tgsk Force Remrt: _T_h_e_ . Police. pa 13? e l . f 1 ‘- LI 3 .\\\th\ kw 32 either unaware of newer educational tectmiques or do not reccgiiae the need for them. 33 With minor variations and exceptions. all of the other literature on police training has been repeated or smarised by Allen 2. GasmTa-ge. He noted that most training is perfunctory and elementary. contributes little to the professionalisaticn of the police service . and that those who should agree on training needs. methods. and evaluations are in con- stant disagreement?" Even a cursory review of the literature will lub- stantiate Ga-age's views. The topic of curriculum planning and deal-- oping is but one tree where various writers tend to disagree. Many authors. such as O. W. Wilson. merely list subject areas and class hours which their ."experience" has shown valuable.35 .1 Doctor Gamage. however. selected a more scientific approach to the problem. Basically. he «traced the idea of Thomas )1. Frost and pnvisioned a job analysis to determine training; curriculums. In his view. subject matter for police training programs is adopted premised on custom. imagination. tradition. or what other departments are teaching (i.e.. conjecture or guess ' I mark).36 Unfortunately. there is little doctmientation that Ga-Iage's and Frost's concepts have been applied to .many law enforcement agencies. ’_._——-— L I ‘ i 331mg. . pp. 20. 138-141. ' .' v . ”All ' g - m L. Gamage. Police Trainin q_i_r_:_ Egg United States (Spring- field. Illinois: Charles C Thomas. Publisher. 19635. p. vii. 1 4 r' 35O. W. Wilson. Police Administration (second edition: New York: thraw-Hill Book Company. Incorporated. 1963). pp. 165-173. For another list see also John C. Klotter. Techniques £2}: Police Instructors (Spring- , field. Illinois: Charles C Thomas. Publisher. 19335. pp. 159-131. . 366mg0. 22. 33.2.. p. 157. Also see Thomas K. Frost. A Forward look in Police Education (Springfield. Illinois:K Charles C Thomas. Pub- lisher. 193955 pp. 395. which treats thereoncept of a job analysis for training in some depth. ‘. t L 33 'In addition to the executive developoent and recruit training problems. there is the obstacle of police education. Raymond P. Witte. of loyola adversity. louisiana. in a recent article concerning police education and training. observed that policemen are the first—to admit the need for professional education. As a result of the pclicemen's desire for a better education. the number of colleges offering degrees in criminology has more than tripled in the past five years (they now nmber about 200).37 Doctor butts noted that nearly half of the 450,000 law enforcement officers in the United States have never completed high school: approximately 12.000 departments; do not require a high— school diploma: only 20 demand some colleec. This lack of education. according to Witte. has not been offset by in-depth training. Whereas college stu- dents musttppend nearly 2.000 hours in a classroom to earn their degrees and beauticians must complete 1.200 hours to become licensed. the city of New Orleans. with one of the longer police training periods in this country. requires only 520 hours of recruit training.38 .. It is apparent from the literature that the attempt to profession- dine. in an effort to cope with the police-comimity dilemma. has not been without its own difficulties. Training. education. and executive development efforts. though an approach .lto solving police problems . have little likoliheod of success if they themselves suffer from the inadequa- cies,noted ‘in the literature. However.t professional training has not ]! a 37 Raymond P. Witte. "The Dumb Cop.” th Police Chief. mm (Jan- nary. 1969): 38e - z. r p *1 38Ibid. . pp. 37-38. Witte did not mention the fact that. within the training programs that do. exist. the two factors which work against the training of officers are dry and. even worse. distasteful subject matter—see Otto G. Brexler. "Training Parodies.“ _L_a_g 592 Order. XVI (November. 1968). 60. 1; . r. [t 'v 3“ been the sole approach to the resolution of police problems. A second method has been an increase in commity relations training (in some cases. the initiation of such training). Community relations training. a principle basis for relations between the police and the commmity is created in actual contacts between members of each group. These encounters are neither the sum total of police-community relationships nor the only determinants of predispositions on each side of the spectrum. However. a single encoun- ter may set in motion an expanding circle of effects. conditioning the _ t. 1. views of officers and citizens alike. which they then carry into their & future contacts with one another.3§ The importance of such contacts is _ L “1 complicated by the intimate . often delicate . and sometimes explosive nature of the encounter. is the President's Crime Commission noted: Policemen deal with people when they, are both most threatening and most vulnerable. when they are angry. when they are frightened. when they are desperate. when they are drunk. when they are violent. or when they are ashamed. “'0 I From such considerations has developed a concern with enhancing the police contacts with their various publics. To paramrase one ————scholar. we are beginning to realise that the policeman requires knowl- 5 2‘ V edge and skills which have not been included in traditional training. .Q\ For sample. the necessity for law enforcement arises out of the con- "'\ flicts between people and the rules by which society regulates behavior. ' . i G a The police officer is often called upon to deal intelligently with con— :4 ". f! " flict situations : using his judgoent: offering his services as r e ‘ - I _JL 4 39le and Mendelsohn. 2p. cit” ‘p. 5?. :~ ”OThe President’s Crime Comission. TheChall enge _o__f Crime in a Fre___e_So Society. p. 91. f a f, 35 arbitrators placating. calming. or comforting disturbed citizens. Although the policeman is neither social worker nor psychologist. he is frequently forced into situations where possession of the concepts-and skills developed by these professions would be beneficial.“ Since the police publics include. among others. the driving ’ public. store owners. new residents. labor and management. other police officers and departments. political officials . minority groups . and youth. the appropriate subject matter for ccmmity relations training is of necessity extremely broad. Thus. the scope and extent of su'ch training has been as great as the number of publics served by the police. For example. theI President's Crime Cconission listed the range as fol- . lows: (1)-human. relations. 0 - 1+0 hours: (2)vpublic relations. 0 - 32 hours: (3)'lsociolcg. o - 22 hours: (a). psychology. 0 - 16 hours: and (5) civil rights. 0 - 10 hours. The ccsmission also noted that the majority of cities conducting commityl relations training concentrated on public relations. ‘Ihese programs attempt to teach officers how to improve the image of the police and how-to conduct themselves in a man- ner so as not to alienate the public—such as :oourtesy. the necessity ' for ”avoiding physical or verbal abuse and discrimination. etc. A second type of training .equips the officer to understand the various kinds of individuals with when he will come into pontactnpsychclogy and sociol- ogy. A third type is interrelated to change Attitudes and prejudices of recruits and officers. The comission concluded that each of these three purposes off training is important. and each reinforces the others."2 ~g ,’ ' 1 r; t t “mummy. 225.. p. 2. . a. V ., ”2m. President's cm. Omission. 39.11:. 33393 m. 1g; . $3.42,. pp. 175-176. '.-. n n J! I l 36 Conversely. one survey indicated that approximately to per cent of the police departments/W did not offer 93‘; training in human relations material."3 As one author noted. some police agencies per- ceive little value in the training of policemen in sociological and/or psychological aspects of harm behavior and intergroup relations. let. police officers. whose obligation it is to deal impartially and fairly with people of different groups. must comprehend how their own group meobership can affect their behavior. A man who is born into agcertain family with a certain income. into avcertain racial. religious. or national group. rather than another..vms born also into a ray of life he has taken for. granted. He rarely questich the attittwies and beliefs he learned..at home and from his first friends. These attitudes and beliefs cause him to act one my rather than ,ancther and cause him to accept some people and to reject others. We need,.to know about. such influences and to evalriate them in the light of .our'maturity. scientific advances. and changing world conditions. In other words. we need to know our- selves bpfore “we can better understand the people with wlrom we come into canteen?" , i 7. —-'* The programs offered in the police and commity relations field also reflect the current dilemma revolving around the question: is ' behavior really changed unless attitudes are modified? This dilema has resulted }in the emergence of three forms of noomunity relations training % a r ,. 5 “giationsl Center on Police and' Commity Relations . 22. 932. . P. s M‘. a 4 'i ~- Epstein. 22. gig” pp. 3-“. Also see Bsyley and Mendelsohn. 92. 21.3.9! p. 87‘. who noted that being a member of amr occupation entails viewing the world from a particular perspective; people become sensi- tised to a particqu gamut of problems and become aware of certain" aspects of their envirormlent and overlook others. i * V i .1. " l. ’ :1 hi Nfixdu. 37 programs: institutes. recruit and in-service . and supervisory and com- mand. me ccsseand and supervisory level training is almost nonexistent. and little attention is allocated to ccnsmmity relations training as a part of in-service training. The institutes appear to have been some- what successful in attaining their educational objective (which is only one of several objectives of such instituted.“5 Within recruit training curricula there is little agreement . regarding what should be properly included in such training. 0nd stuiy observed that the Denver police were not equipped. either by formal edu- cation on by training. to understand the problems of minority groups; nor is the Denver situation unique . for very. few departments make more than a token attempt to provide substantive knowledge of minority group problem.”6 Simple improvement in thetlevelgof courtesy would also return large dividends: “included in this courteous discourse would be much more rexplanation of the rationale behind specific police actions. e.g.. field intorrogations. etc.” These and other concepts are ' reflected in police-commity relations training. For example. 8t. .. Louis includes the following in their recruit programua f 1 2L ‘ 1 uSl‘lticnal Center on Police and Community Relations . 22. git. . pp. 290-32? 3 r “Hayley and Mendelsohn. 93. 3%.. pp. 155-159. ”David J .‘ Bordua . ”Comments on Police-Comunity Relations“ . (unpublisth manuscript in the Brennan liemoridl Library. Michigan State " [hiversity. East lansing. mchigan. n.d.). p. 122. (Mimeographed.) )\ “The President's Crime Couldnsiop. Tag; Force Report: The P011000 P. 176. l t t 38 COURSE I {DUES Psychiatric Growth and Developont The American Culture , Human Behavior Social Discrganizaticn 1 The St. Louis Community Mechanics of the PCR Program Psychology of Prejutflce Mass Media Relations PM PU! NNUM Another department (Chicago) provides recruits with forty hours of first they term as human relations trainings,"9 ‘ COURSE q. City Orientation State and Local Government Social Problems Semantics ,- a Basic Psycholcgr Abnormal Psycholcy Causative Factors of. Delinquency Police Minority Grows Juvenile Procedures Subversive Activities Nk'FWnU'tV‘U‘U‘UN a In a Peoria study the following topics were recosseended for inclusion in their training programs” 1.~ How to communicate with minority ugroups. 2. The nature of prejudice and discrimination. 3. The nature and purpose of various civil rights groups. lb. The 1policeman' s role in polioe-comunity relations. ____- 5. The language of discrimination. 6. The meaning of black power. Thus . there is a lack of consensus as“ to what constitutes adequate and proper training and subject mtter, relating to comurfity relations. Similarly. there is a lack of consensus concerning methodology. Most Ii ugbitisehs ' Committee to Study “Police-Commity Relations . 92. Lit. . p. 77. ’ . ) 5°Peoria Illinois Police Department. Develcment__ of a Poli____c_e- Ccumnmityj Relations m. A Report imposed under United" States Department of Justice Office of Law We orcement Assistance Grant Weber 1“ (P001318. 1113110188 Police DOWN}. I’m. 19%). p. ns J r3 l 39 departments utilise the lecture method. but Philadelphia developed a hlsnn relations training program that consists of both lecture materials and role-playing situations. Recently there has been some utilis'i'tion of the sensitivity or T-group method of training. However. it can be concluded that police and cor-unity relations training suffers from the same faults found in all police training: (1) a lack of quality. and (2) a lack of scientific evolution to determine the effectiveness of various program-51 I _‘1h_e_ evalmticn g; m methodologa sensitivity m Perhaps as important as the pocr quality of training and the failure‘of police administrators to eveluate the effectiveness of training is the nonutiliss'tion elf empirically developed data concerning training method- ology. sh dat‘h allows the administrator tc: determine the probable success of am timirflng method in attailning a:3 particular training objec- tive. To illustrate the type of empirioal data that is available to'sid police “illustrators in sveluating the probable effectiveness of a. ’ variety offtraining methods. the researcher will digress. sometdlat. into a discussion of genutiuty training. : ......“- H Wham police agencies have been “sold“ on the benefits of sensitivity training as a panacea for": their husan relations problems. On the other hand. some departments have rejected sensitivity training as a ”oomph-my :to brains-rah our police. '52 ,Yet. empirical studies are ‘V ,I. 51National Center on Police and Comm!” Relations. 22. 21.3. .' PP. 33"?55- ,. 52305“ individuals have rejected any form of commuty relations training. For example . see Richard Cotton. Conservative Vie int . . V (by 27. 1967). See. 2. which censured the law Norseman sist- anos Act. The Anti-Defantion league of S'Nai B'rith. the Supreme Court :1 , L' 3' ; l fl 5 f‘ I a” E, fl 5 ‘L no available from which a police administrator can formulate more scientific Judpents concerning the probable success of T-grcup training. Frcsl approximately twenty empirical studies . this investigator _ determined that T-groups can be effective in developing self-awareness . reducing prejudice. and enhancing communicative abilities; however. the effectiveness of such training is influenced by the individual characterf istics and motivations of the trainee group. as well as by the behavior of the trainer. Perhaps the most significant conclusion is that sensitivity ‘ training. 53 2-2. 3132539, 9; 92:3; develomtel efforts. is limited in". its effectiveness bw'numerous variables uhich.mnst‘be considered.prior to committingzmanagerial efforts and funds onlsuch ventures. For example. some of the studioszuere hinted to groups aof college educated partici- pants. other studies to persons “properly'nctivated.“ Such variables must be considered in evaluating the data. !: Nonetheless.4there are numerous reports indicating that T-group n training is effective in bringing about changes that directly or indi- rectly'reduce,prejudice. enhance communication. and other’factors ban-lo efiting interpersonal relations. Other studies have determined that. to an extent. learning is carried from the laboratory to the Job site (i.e.. produces behayior change). In evaluating these reports the police adndn- istrator’must.ccnsider the objectives of the training. the conditions under which the training will be ccnducted.(voluntary or forced). and the organisation-fl. climate within which the trainees must work following completion ofi thein training. Unless this, 'clinate is conducive to 5 ,1 n 9 of the United States . and their collectivd roleé in "brainwashing" the police w consunity relations training. , i; 41 reinforcing what is learned in the therapy sessions. the effect of training will be rapidly extinguished.” file foregoing discussion has illustrated the type of decisions— which police administrators may form and utilise to reform existing training methods and (or) to implement new training or programs. Through a use of the empirical knowledge which is available in the literature. albeit not in. police literature. a police administrator can largely over- come the major defects found in police training today-poor methods and a lack of bowledge of the training's effectivmess. ms. in turn. till allow the adflnistrator to devote more effort ton. the third approach to resolving the- polioe-coeanmity dilemma. Comunitx relations programs. Some; police departments have responded to the police (and community) problems.L existing in our society in a third manners—by initiating community, relations programs. As the ' Kemer Comission observed. calamity relations programs can be important tools in decidasinguhostility and in incredsing damnication between the police and the com'inity. Such programs can ale; be utilised to explain patrol practides. law enforcement programs .1 and o:ther police efforts to reduce—“canny. W c L Conversely. the Xerner Commission also noted that although of I great potential benefit. such programs have frequently had disappointing results. The means for the failure of comnity relations programs include . infrequent; meetings: lack of patrolman involvement; lack of ‘ I i n :1 ' L. : 1 ”See Appendilc B for a concise lanai-y of the studies from which this discussion was developed. l , ”rho National Advisory eouiesion on Civil Disorders. 22. gi_t_.. F; ‘: I‘. p. 320. 1+2 coordination. and. more simificantly. the fact that ”too often these are not co-unity relations programs. but public relations programs. designed to iaprove the depart-ent's insge.~55 This latter criticise is directedatprograns those sole purpose is teidentify'theussionofa military organisation with the public interest. and elsecute a program of action to earn public understanding and acceptance."56 mile such an approachisamof ccmnityrelations. coqmuuity serviceandcoluu-' nity participation are also essential. Among the various programs in operation throughout the nation. probably no. two are alike. The National,Center on Police and amenity Elations observed that no til) programs & be_ identical due to the diversity of commity cultures and structures.” Reliever. follouing a review of. current programs. the National Center developed a «mining! aedel involving seven ole-ante tron uhioh specific deparhaental programs can be evolvedsse, . d 1. An adv-leery council. similar to tthat in operation in St. Icuis. 2. A police and community relations unit directly responsible to the chief. as is found in San Francisco. 3. the incorporation of a public information unit (of the type when”) into thepolice and commityrelaticns 4. Aprogramwand apparatus capable 3f identifying tensionand‘ e. ‘ . n 5 do. p9 319e k 56Departmentcftheiruwim Re tion320-501ti r w fiLtis m M (Wellington. 0.. Department 0% 5°?Ar37 e 9 5 .1 i 32 ”National: center on Police and Community Relations. 92. o__i_t..’ Do a . I' d 1 v . pp. 102-103. A full. cusoussion of the nodal is con- tained in pp. 1034.127, 1 : ’ A I , '1 ‘53 5. ‘nledesign of progranstoreducetensicnandconflict. 6. metriot coauttee organisations. 7. he assignent of a district community relations coordinator (of col-hand rank) to each district. as in new York. This discussion of enmity relations programs could be greatly expanded: homer. am such elaboration wouldbe irrelevant to the con- cern of this thesis. The foregoing served chiefly as a means of con- pleting the "tripodal response of the police to 'their problems. In addi- tion. the brief passage fulfilled the purposes of: (1) noting schem- sons for the failure of commitor relations progrenc. (2) inperting .... insight into the generic difference between public relations and consu- mity relations prowl” and (3) Pusentis'lg the elemnts of a recon- eended totalcprogran. which oen be edepteé in whole. or in part. to fit the needs of a given police depart-lent and a given commute Smrisatigg'. From this over-all ”section it can be observed that the police have responded to their problems in essentially three lays: (i) professionalism. through improved roommant. selection. ' and technical training; (2) initiating (or expanding upon) some variety of cog-enmity :relati:ons trainings and (3) i’rdmting commuty relations” mm. All three approaches have merit“. but he one approach. in and" of itself. is‘sufficient to eliminate or t3 reduce the variety of prob- leae Ihose generic neture steels froel none. inhErent in the subcultural association conceptaof learned behavior. ft is {pperent that behavior learned in various qubcultures dictates re-ieducational efforts directed at all. subcultures involved—police . minority group. and dominant group. ' Addition-mm} all three approaches have been weehened through the failure of the, police to adequately cope with the; problems peculiar to . “crummy. Intheareaof treiningnthenonuulieetionor 1 3 1 j 1 ”91 £1 m eepirioel knowledge . such as ues illustrated concerning sensitivity training. has been a serious ehortcceing. Similarly. failure to adopt iaproved instructional methodolog and curricula develop-eat has also POI-d Problems. I 1. III. momsm muons a? mum POLICE TRAINING - l‘here are tm relatively recent educational techniques that possess sufficient merit to tarrant their study for adaptation to police training: the systemic epprcech to curriculum development end the cor- respondence nethod of instruction. carried; to its next logical detelop- lent—the adaptation of programsd instruction. . ‘ Our and above any discussion. of the need for new training method- ology within police work. it is necessary to refer to the apparent lack of knowledge in police agencies of the psychology of learning. particu- I hr]: the requimnent for stillnllns. reward. reinforce-cut of learning. and conditions suitable to alter blotdedge . skill. attitudes . or perforsance. Thisknovdedgp gapIIiJlbeatopic of considereuoninemhsequent chap- ter: hopes. the imediate discourse gill be linted to methodology. W.— his Mm. The éstendc approach. to treining differs from thi traditional subject-oriented approach. primarin smith respect to the basis upon which decisions are f ornulated regarding course con- '1 tent. teaclmlg nethods. and the sequencing of instructions. Curriculum develofiont. rather than focusing onPthe ihstructor and on the develop- eent of a description of whet is to {is teught. focuses on the student ” “ ' and on that ii to be learned. This {pproach begins with a systenctic elimination of the duties performed an the: Job (a concept earlier" “P?““é by Gil-ass and Frost). Each task‘is described with a statement 1 ‘6 H '1 1 ': 7, r. O- . .sfi “5 of the conditions under which they are to be performed: the frequency of perfonance. both in terns of the Job of one individual and in tom of the departnent as a whole: and the criticality of proficien'c; Task descriptions are then analyzed. and a deternimtion is made as to what should be learned in a formal training course. on-the-Job training. experience. or assigned reading. Tasks to be learned in a formal training course are then further analyzed. and a ”terminalperfornance objective” is formulated for each task. The terminal perfornance objec- tive sets forth e description of the behavior the student nust be "able to denonstrate 1upon completion of the ptraining to assure that he can perforla the task on the Job. the conditions runder which he must perforla. end the criterion by which satisfactory performance will be unsecured.59 While the systemic approach to training involves more than that indicated. above. its application to lay: enforcement is apparent. A. sys- tonic approach .to law enforcement traimng hps implications in. tom of for-a1 training programs. Iethods of instruction. and continuing pro- gram. In addition. e systeeic study or police training is s logicsl first step in the development or. end inclusion in. training progress of either programsd instruction or correspondence courses. Further. a fully applied agate” approach will permit prediction of success in a training venture“. as well as an oceanic approach to decision raking, in relation t9 polipe training. . 3 ' 1 L I ”SMy Freeman. ”A Systems Approach to Law Enforcement Train- ing.” 1h}; Police Chief. XXIV (August. 1968). 62—63. hr. Freeman also noted that‘the systems approach is the dost appropriate means of devel- oping a recruit training curriculum since it offers the nest rational leans of provididg a sound basis for thd identification of training 1&6 Commndence m. Correspondence study has greatly expanded recentlyasapartofthe educational process. The National-lone Study Council currently reooolises hundreds of courses and schools as approved for this method of learning. Sole courses involve purely made-dc stud- ies. - but others reach into teclmical fields. Unfortunately. few- corre- spondence courses are presently available to law enforcement officers. The International City Mangers ' Association. in cooperation with Rich- igan State thiversiinr. has offered one such course . ”lumicipal Police Abinistration.” upon successful completion of which Michigan State Uni- versity alarded four quarter-hours of college credit.60 Several 'hfine W schools also offer courses. such as “law for Police Officers."'; that have sane value. But no g9; course is presently available thiche. attapts totteachga recruit how to be a patrolgln. Such a course is .1 possible as. evidenced by the Iilitary endeavors in this field. Within the past decade. the Air Force hps pioneered in the devel- opnent of undatory correspondence coursps in nu effort to maintain an capstant corp of. technicians. Iddle rethiningjnininal training costs. These com-ape. entitled career development courses. are prepared by the Air Trairdng Coqand at Iackland Air I-‘oqce Base. Texas. an! are required inalliirgoroe pccupational specialtiep. .. ‘ hen; the :topics included in the Securiiy Police Career Develop- sent Course ares .‘ (i) conuncations. (2‘) firqt aid. (3) unitary 11"- (1+) ceremonies. (,5) search end restraint. (6) investigations. (7) weapons I . in ‘1. ‘1 6°Ixfiernational City Managers ' As‘sociatfion and Michigan State Mversitar. “Moipal Police mustration' (leaflet describing cotu-se content and enroll-ant procedures. n.d.). pp. 1-4. )re A. ‘8) 1W nonenclature and safety. and (8) security operations.“ A sometilat sim- ilar. but more extensive. correspondence prograa is offered by the United States in Military Police School at Fort Gordon. Georgia. Their ISLE' m course is composed of such topics as: (1) traffic control. (5;) con- aunications. (3) am confinement. (15) military law. (5) crilsinal inves- tigation. (6) physical security. (7) doaestic energency. and (8) prisoner of ear treetnent.62 ' It can readily be noted that there is an established concept of correspondence study in the field of police work within the arilitaly establishnent. It would appear that this concept also has relevance to civilian police work. Any attempt to develop ..a significant correspond- ence course would require a scientific stuthr to determine suitable course content and course method. l i The,military establishment has also preceded civilian police 1. agencies 113 other instructional methods; their latest approach is pro:- gra-aed ingtruction. a method advocated by some police administrators. Former Attcrney general Katsenbach has claimed that the police have . ,. lagged in finding lays to accomplish the Job of training more effec- tively. more efficiently. and with the imaginative utilisation of existing techniques. W. J. ththias. among others. has contended that one of these ovell‘looked techniques for police training is programsd instruction. A rather recent development in the field of instructional aetheds. progressed instruction is potentially of great value to law enforcement training. The essential elements 3of this fond of instruction 1 r / E T ‘ ' 61'Elctensiiln Course Institute. Career Develo ent Course 811 O 0 (3 volsu Gunter Air Force Base. Alabama: University. n.d d.). 62bipartalent of the Am. Extenggon Co se of United States £3 Ween” Schoo (multidvolueel Fort co .-aeorgia-_o' mu ce 0 n 9 n I; 7’ 1 1. 1 108 are: (i) an ordered sequence in the presentation of the uterial to be learned. (2) active response by the learner. (3) reinforcement by inse- diste howledge of results. (it) progression through the uterial.__snd (5) colt-peeing.” ' Thus . there are three eleunts-a systemic approach to training. correspondence course work. and progra-sed instruction-with the obvious possibilities of being interrelated—that police agencies can utilise to both improve their training and do so without significant increases to their training budgets. Albeit. the preparation of a correspondence course end progrened texts would probably require the active involve- ment and finanqial support of a state or federal agency—such as the Office of. law filforcsment Assistance or the international Association of Chiefq of Police. E n t I IV. SUMMARY AND CONCLIBIONS c' t a r. This chapter has presented a cdncise lsynthesis of sociological and nonsociolegical literature relevant to police-commity relations . particularly the training aspects thereof. in order to present a per- s_pe_ctive Kfrom lghioh the research vms donducfed. The researcher cate- gorised a variety of police problems . involving attitudes . perceptions . self-conceptions . and behavior. those “cannon denominator is the socio- ' logical theory of subcultural association and interactionism. The police have respondedtothese problemsbyoneormore ofatriadof approaches. Each approach. in turn. has pr‘sented additional diffi- culties for thc police. , , \ a I . ‘ 1‘ F 53H. J. unthiss “Progra-ed gra-edlhstruction " The Police Chief. m‘We 1966’s.“ Me ' l . _- “9 Each problem that was discussed can be presumed to exist in every police agency in the United States . albeit in differing degrees. Chap- ter 11: will present a profile of the am Security Police .' reflecting— scmeofthevmysinldlichtheyshareproblems similartothosedescribed in this chapter. One difficulty encountered in police" training is that of ineffective and inefficient techniques. Tap proposed techniques—corms We courses and programed texts—were advanced as devices" for ‘ inroving police training. Unfortunately. no research has been conducted to detelmine police attitudes totmrd such approaches; this was an objec- tive of the survey-etc detenine some police attitudes totmrd the utili- sation of there devices. .' Another training problem has been that of [the nonutilisation of updrical data _ to select the appropriate training methodology. A brief digression us madet into sensitivity training inlorder to illustrate the type of data which is available to guide police administrators. In addi- tion. training has lacked a systematic approach“ One factor in such an . approach see presented in this chapter (i.e.. Job analysis). A total emaju training is also reqtlircd (seovChapter IV). , .. . k a 1‘1 3 1’ 4| 1 CHAPTER III PIDFILE OF THE USAF SEL‘UKETI POLICE: UNDERSTANDING ITS HE'I‘ABOIISM This treatise is predicated upon tin propositions: (1) the military police possess significant characteristics that are similar to civilian police characteristics to mrrant a comparison and generaliza- tion fran the one to the other: and (2) the military establishment, com-- posed as it is of a cross representation of America, possesses the traits . characteristics , attitudes, etc. . that are evident throughout society. This does not imply that there are no differences betmen lil- itary and civil police functions and proble-s nor any differences bettoen Iilitary and civilian enuments. Indeed, there are significant dif- fermces; one of which is a more rigid. authoritarian, and bureaucratic social structure (which results in a more homogeneous causality than the nets. in spite of the individual differences therein). Yet. the differ- ences should not be stressed at the expmse of the similarities. This chapter will mt a brief comparison hem the .111th and civil- ianpolice socialsyst-sanduillreflectafevcftheproble-scfnil- itarylifeirlchare ei-ilartcthepcroblusof society (indeed, they spring fro- the problelas of the greater society). I. SM” BEIGE III-Ink! Alli: CIVIL FOLICli Policasnuthiu-lnicipalagenciuandpolice-nuithinthe mitaqutablisl-entancenfmntediithsinflarluenfomtpals 50 51 and problems. Each might appropriately slain their basic law enforcement role to be the maintenance of order in society for the safety, preserva- tion. and benefit of that society. Additionally. the police within both the military establishment and launcipal police agencies experience sin- ilar problaas on a daily basis. men a comparison is made between municipal police and military police, it can be viewed as a comparison of the role of the police in til) distinct societies. This concept of the military comprising a sep- arate society within the greater American society is grounded in a pecul- iar occupational fact. Separation between place of work and place of residence. characteristic of urban occupations, is generally absent. Instead. the military community is a relatively closed comnity where professional and residential life have been intermingled; although. a combination of developments has enlarged the military calamity so that there is an increasing trend toward the civilian pattern of separation of mrk and residence. Despite these recent changes. meflaership in the military involves participation in an organisational ccemnity uhich reg- ulates behavior both on and off the Job. In the United States Air Force. it is the Security Police the regulate much of the overt behavior of mil- itary personnel. The law enforcement mission of the Security Police is closely identifiable with the duties and responsibilities of their civilian coun- terparts—the municipal police. There are some differences in the orien- tation of these two agencies, but both have numerous problems which con- front them. One such problem is that of effectuating and mintaining a good relationship between thmselves and the commities they serve . 52 This problem. albeit of greater concern and with more serious ramifica- tions for the unncipal police. is of mutual concern to the Security Police. The essential objective of Justice and the American Grinnal Justice System is fair treataent of every individual—fair in fact and also perceived to be fair by those affected. Despite the presence and general acceptance of this objective. the police. both municipal and military. and their continuities have not altmys been able to develop and maintain a good relationship. The reciprocally influencing systems (police aui conunity) are frequently at odds with one another. As a result of man incidents. allegations. deperoeprtions. and, all. too often. the lack of adequate co-unication with their calamities, the police. civil and military. are struggling to improve their relation- ship with the couunities they serve. municipal. police agencies are gun the responsibility to function as a chief social control agency within the communities they serve. The police within the United States Air Force also function as a social con- trol agency and have a similar goal. even though their law enforcement orientation differs from that of the municipal. police . Although the mil- itary community represents a different sort of cos-unity from that which municipal police agencies normally encounter. the installation is a com- munity alongside the larger civilian oosmunity. Being adjacent to each other. these tm coumfities develop a symbiotic relationship in thich the commities are dependent upon each other. in a police sense. for the preservation of order in society. The task confronting the Security Police as they function within the polioe—comunity relations dilenaa is compounded by the uniqueness of the oosmnunity with which they must deal. 53 The problem is threefon because . in essence. the Security Police have three co-Iunities which they must serve and with which they must effec- tuate a good relationship. Despite the difference in their law enforcement orientation. it is evident that municipal police agencies and the police within the mil- itary establishment share a comen law enforcement goal, a column police huge. and a colleen concern pertaining to their maintenance of a good relationship with the communities they serve. The uniqueness of the Security Police ' s «amenities—military community. municipal police com— unity. and civilian calamity—further complicates this dilema as it pertains to the Security Police.:l II. CONTRASTING FEATURES OF THE USAF SHIUKLTI POLICE . There are a variety of law enforcement officers within the United States whose generic species is that of a policeman. However. there are numerous breeds of police officers; one breed is that of a military policeman. Though similar to the mmicipal policeman, his role possesses a variety of contrasting features from his civil counterpart. Of a more obvious nature is the relatively closed comunity in which he functions . as tall as the absence from this cossuunity of many of the most perplexing problems found in some civilian cemmnities—ghettos , organised crime . hard-core crimnals. etc. However. there are other. less apparent. con- trusting features. 1"This section ms sunrised from Charles H. Bailey. I“National Survey of United States Air Force Directors/Chiefs of Security Police Attitudes Pertaining to USAF Security Police-Commity Relations“ (unpublished Master's thesis. mm State University. East Lansing. “Chimp 19%). PP. 1'76e 54 Coates an! Pellegrin have stressed the importance of group life within the nlitary establisl-ent.2 Any individual in the Armed Forces finds himself in an enforced. intimate association with others . during nearly all. phases of his military service. He trains in a group; works in a group: fights in a group; and frequently sleeps. eats. and spends his leisure hours as a matter of a group. This generally continuous association within a given military unit. together with functional (and often spatial) isolation from mothers of other units. reduces the like- lihood cf the formtion of primary group ties outside the unit to iiioh an irflividml is assigned. The totality of these, and other sociolog- ical factors, results in a strong tendency for a group's masters to demand loyalty to the informal values of their particular primary group. rather than the values of any other group. in situations in which the values of the groups conflict. Additionally, these primary groups, as istheoafiinallprimarygroups, haveatendenoytomoldthebehavior of their members to the group's collective norms. These aspects ten! to instill in military policemen an even greater solidarity and disci- pline than is found in civilian police departaents.3 This solidarity within military units is enhanced by the military status differentiation. As military sociologists have noted, there are several status differentiations ulthin the Armed Forces . not withstanding a tendency to equate stratification with only its military rank form. ZCharles a. Coates and Roland J. Pellegrin. mug} Sociolo s A St 2; American Hili lnstitutions and mlita e (University firm Memos '. 9T 0 PP. 31I‘335e 35cc mohael Benton, The Policeman in _thg Cosmuni (New York: Basic Books. Incorporated. mm. pp. . for a dis- cussion of solidarity and discipline in both American and British police agencies. 55 Differentiation in terms of military rank is at once the most obvious and basic form of military stratification: in few other organisations does the individual carry a badge of status identification on his sleeve . shoulder, or collar. Additionally. the military establishment has a hierarchy of positions or offices organised in terms of extent and type of authority. The office and rank hierarchies are frequently imper- fectly correlated. There is also a prestige hierarclw of functions or occupations.“ The military policeman. while ranking low in occupational prestige and rank. fills a powerful office which creates problems less frequently found in civilian police agencies (e.g.. a lower grade. enlisted, military policeman frequently must enforce the law against senior NCOs and officers in spite of their differences in ranks. This situation places the military policeman in a position on a daily basis analogous to that of the city patrolman isming a traffic citation to the city councilman or city manager). Beyond these (and similar) sociological. differences between military and civilian enVironnmnts, the Security Police role differs from that of the semicipal police due to the dichotow of the Security Police mission. 0n the one hand, the Security Police fulfill a law enforcement role similar to that of municipal law enforcement officers. 0n the other hand. the Security Police also fulfill a role more analogous to that of industrial security guards. store detectives. and (or) contract security forces. This portion of the Security Police mission entails protecting the Air Force coldest capability, providing security for Air Force instal- lations and resources . safeguarding classified information and tutorial. “Coates and Pellegrin. 92. 3153.. pp. ”+7439. 56 safeguarding classified information and naterial. and providing for personnel security mnagenent.5 is revealed in the survey. the extent ofco-Iitmenttothis security role variesbybaseandmajoraircom- mend. It also presents a factor in the Security Police role dilemma which is absent from civil police agencies. Thus. the uniqueness of the military institution and military life both eases and compounds the problems of a Security Policeman. Vbile in many respects his role is easier to fulfill than tint of some civilian police officers, it is compounded by the peculiarities of the military lifestyle and by the dichotomy of the Security Police mission. This latter dilellla dictates the training of individual Security Police- men not only to perform as law enforcement officers. but also to dis- charge the duties inherent in a security force. III. SEUEITY POLICE THIRD“ Security Police training. in basically its present format. was initiated during the Korean hr. The intervening generation has been one of gyration and modification culminating in the present form. The basic resident course for enlisted personnel (airmen) is approxintely six weeks in length and includes training in corrections duties. law enforcement (in such areas as Jurisdiction. application of apprehension and restraint. control of prisoners. conducting investiga- tions. seizure of evidence. searches. patrolling. and traffic control): weapons: combat measures: and security guard and aerospace weapons SDepartnent of the Air Force. Air Force Regulation 125-1. Func- tions and 0r%guuon_ of the __USAF__ Secgtz Po ce Activities (VASES;- ton. D. C.: partnent_ of the-— Air Force. m .1 57 system security duties. This course. the USAF equivalent to recruit school. is not attended by all Security Policemen: the enct figure fluc- tuates from year to year but averages approxiutely 50 per cent. Those not attending learn to be Security Policemen on the Job. In addition to the basic resident school. a}; Security Policemen are required to complete one or more correspondence courses prepared by the Air Training Co-and. termed Career Developent Courses (one). The basic CDC for Security Policemen includes Air Force mnuals 125-3. gogg- m £21323 Handbook. and 207-2, Handbook _t_o; Security 2953;. the basic ”bibles“ in Security Police sork. The course also contains a text on weapons (nomenclature. assebly and disassembly. and safety). Each Security Policeman is obliged to stow all three volumes. to complete an open book exercise or enlination of the multiple choice variety. to attain a passing score on each so-called ”volume review exercise ." and then to attain a qualifying score on a controlled. closed book. end-of- couree evaluation. Personnel in the field have generally expressed the following cussatisfactions with the one. (1) the values pertaining to law enforcement and security are mere reproductions of the Air Force manuals rather than true texts. (2) the end-of-course examinations are readily capromised. thereby. rendering them meaningless as evaluation devices: and (3) the course fails to-consider all facets of a Security Policeman ' s functions . The basic resident school for officers is five weeks in length and is designed to train inexperienced officers in the organisation. supervi- sion. and direction of installation security. of law enforcennt. and of corrections activities. as well as to provide firearms training. It should be noted that ilhile most civilian police agencies require their 58 personnel to serve as patrolman. then sergeants. lieutenants. and. ultimately. captains. military police officers do not W rise through the ranks. This fact would appear to dictate that the absence of line experience be compensated for by extensive training. However. a large corp of sergeants and the differences between military and civil- ian police operations offset—to some extent—this need for intensive training. Additionally. most Jnmior officers are better equipped aca- dmaically than are lieutenants and captains in civilian agencies. All recently connissioned Security Police officers possess undergraduate college degrees; mamr hold master's degrees. mile all officers do not attend the basic school. the Air Force allegedly controls officer assign- ments in such a manner that the lack of experience and (or) attendance . at the Security Police Officers School would be compensated for through assignment procedures. All Security Policemen and Security Police Officers also attend either an eight or a nine day course in preparation for assignment to the limited war environment of Southeast Asia. This school provides com- bat orientation . area briefings . and counterinsurgency planning. Thus . one area of needed training is postponed until the training is absolutely necessary (i.e.. imediately prior to entering combat). This course counterbalances some of the apparent shortcomings of the basic schools and allows these schools to concentrate on subject mtter more relevant to performance in a noncombatant environment. Selected officers and NOOs attend various college programs. The Institute of Correctional Administration for officers. an eight week pro- arm at the American University. as well as short institutes. of two to three weeks duration . are aimed at training personnel concerned with 59 stockade administration. The Traffic Institute at Northwestern University is utilised to assist in the accomplishment of the USAF mis- sion by providing instruction in.motor vehicle traffic management pro- grams. Only officers attend this three week course. The University of Southern California Police Administration Institute for Security Police Officers. an eight week course. consists of a combined.management- behavioral science technique. employed with the prime objective being to provide students with a knowledge of modern police administration and operations. There are also four other resident schools (two for sentry dog personnel and two designed to prepare individuals for specialised combat duty) and two sentry dog correspondence courses that are utilised in ' training specialists within the Security Police. Same personnel also participate in various.Anny Military Police courses. both resident and correspondence. Unit and individual on-the-job training programs are designed to either provide initial training and (or) enhance proficiency while on the Job. The importance of on-the-Job and unit training should not be overlooked. The training of the individual Security Policeman depends. to a great extent. on a continuing program.of unit-conducted organisa- tional and individual training. Each.maJor air command has a different mission: hence. the unit programs allow the using organisations to train their personnel in those skills most needed in that particular unit. For example. Security Police within the Strategic Air Command (SAC) are primarily security force personnel: hence. SAC concentrates on training for security duties. Air Training Command (ATC). on the other hand. per- forme primarily a law enforcement function. consequently. emphasises law 60 enforcement training. This variation in primary function obviously imposes some constraints on the basic schools. since some students may be assigned to security duties. others to law enforcement functions.6 IV. SEUKITY POLICE CONCERNS WITH COMMUNITY MAHONSHPS As previously indicated. Security Policemen perform many functions that are similar to those discharged by municipal law enforcement offi- cers. A brief excerpt from the Security Police specialty description will attest to these similarities: Enforces standards of conduct and adherence to laws and regula- tions. Apprehends violators of military regulations and accepts custody of military personnel apprehended by civil police or other law enforcement agencies. Conducts investigations of minor offenses and traffic accidents and reports findings. Guards scenes of disas- ters. Directs and routes pedestrian arri vehicular traffic at con- gested points and enforces traffic regulations. Performs off base patrols and quells disturbances involving military personnel. Con- trols spectators at special events.7 As a result of these law enforcement duties. it is apparent that: Comunity relations. even on an Air Force Base. are of continuing concern—emphasising the helpful. protective role of the Security Police rather than the possible image of public persecutors. And then there is a continuing variety of nuisance assignments—deliv- ering messages. picking up stray dogs. running errands-nthe routine comunity service duties generally eaqaected of an; police force and never provided for in the nnning authorisations. 6The data contained in this section was smrised from Department of the Air Force. Mr Force Recurring Pamphlet 125-2, Securit Police Digest (Fall-Winter edition; Washington. D. C. 3 Department 0; the Air 1281-“. 1968). pp. 3-10; and Department of the Air Force. Air Force Ihnual 5. [BAP Formal Schools Catalog Washington. D. C. a Department of the Air Force. July. 193). 7Department of the Air Force. in Force mm 39-114. Airman Clas- sification Manual (Washington. D. C.: Department of the Air Force. July 1' 1%?)' II. 81-7e 8'nieodore J. Roman and T. A. Fleek. "The Air Force Approach to Professional Police Managmuent.” 33 Police Chief. xmv (my. 1967). 43. 61 As in civilian communities. there is concern and.confusion on the part of the “6.000 Security Policemen and their publics regarding the role of the Security Police.9 This confusionnis compounded.by'the dichotomy of functions found within the Security Police mission. One writer succinctly'reflected this role dilemma: Air'base securit is. and.always‘will.be. the mission of“ “USAF Securit- Policeman searcher' s emphasis]. Traffic control. It. Enforcement operations. accident and criminal investigations. weap- ons control and registration. anti-crime planning. police-community relations. ground.defense and criminal intelligence. riot prevention and control. and the many other functions normally'requiring the full-time endeavor of a police department continue to exist on air bases. . . .10 Poradoxically. shile the foregoing quotation.mirrors one aspect of the role dilemma. it also illustrates the true nature of the Security Police mission. In essence. this mission is one of preventive protection -of persons. places. and things—and necessarily encompasses both a law enforcement function.and a security function. thy'identical problems exist in both prilmry functions. One such problem is that of effectua- ting and maintaining a fetorable Security Police-community relationship. Although this report has restricted itself largely to law'enforcement problems. the same concerns and.difficulties exist within a security context. One aumhority. in.addressing the problem of community relations from.a security force perspective. related.several significant comments:11 91311;," Pp. 31-32. 10Thomas S. Batson. ”Air>Force Security Police Operations in the limited Hhr Environment."ghg.Police Chief. XXXVI (January. 1969). 33-3“. “John Richelieu nous , Industrial Plant Protection (Springfield. Illinois: Charles C Thomas. Publisher. i957). pp. 62 1. ”The success or failure of any police agency will hinge. to a large extent. upon the attitude of the public to that body. 2. ”No other department is more vitally concerned with public rela- tions [than is the security department]. 3. ”The individual officer is the chief link in the chain of public relations. " The importance of a favorable relationship with the comaunity in secu- rity endeavors has also been stressed by the federal government: Each loyul employee is a personally interested assistant in the successful operation of protection programs. ' 'riohégifi .:§.éoi.é Soépérhioé of.el.lpioyees.c;nnot £.'.ip3.%.& or secured without education and training in the problems and the discipline required.“ It can be seen that favorable co-unity relations is of concern to the Security Policeman regardless of whether he is fulfilling his law enforcement role or his security force capacity. Similarly. the Secu- rity Policeman is interested in professional training and in training designed to enhance his cosmunity relations.13 Nonetheless. there are some who would argue that the Security Police environment is not suffi- ciently similar to that of civilian life to generate a significant con- corn with commnity relationships. Even if true. this premise does not imply an absence of similar problems. Although there are no ghettos on military bases. some members of the Ansed Forces are products of the ghettos. In addition. mafiers of 12Executive Office of the President. Office of Defense Hobilisa- tion. Standards £93; m Security of Industrial 559; Governmental room—W shington. D. c. : United-States Governentflh'in—Wg ice . {9%) s pe 9e 1'BSee. for example. Walter Fray. “A Practical Training Program for Security Personnel.” Industrial Security (April. 1963). p. 8: and National. Industrial Conference Board. Incorporated. Industrial Securi Plant-Guard Hancbook (New York: national Industrial Werence . Incorporated. I935). P. 52e 63 the solitary. coming as they do from all walks of life. bring into the armed services their race. religion. national origin. socio-economic background. and prejudices. While there are those who maintain that federal agencies. in general. and the Armed Forces. in particular. have resolved all problems in this area. there are some who do not perceive this to be two.14 Several Security Police acquaintenances of the researcher have encountered difficulties of a racial nature during their military careers. and a review of current news releases revealed the opinions of others who perceive problems of race. rebellious youth. etc. One subscriber to the £13 £23.92 _'1_‘i_m_;e.s_ cemented that while the USAF can be Justly proud of its role in eliminating racial prejudice from its ranks. subtle traces of the practice remain: his complaint was aimed at assignment limitations for personnel of interracial marriages which he perceived to exist.15 Similarly. the climate of anti-military. anti-war. anti-mic. as well as the growing separation between blacks and whites. appear to have ramifications for the military—if only due to the base from which the Armed Forces procures its people. This climate has had some consequences for the military. as yet unmeasured. For enmple. a Department of Defense study group is fomulating new rules for textbooks to be utilised .. 1“For emple. Coates and Pellegrin. 22. 933... p. 35?. noted that racial discrimination in the armed forces. more than in civilian soci- etg‘i; 31o longer practiced on a m. M basis.” (researcher's on s s 158ee "Letters to the Bliitor." in the ;A_i_r_-_ Force Times (Washington. D. C. . March 19. 1969. a. in overseas dependent schools. 'nneir aim is to insure that minority groups in American life are presented fairly in the texts.16 It nms also recently reported that some ranking military officers are concerned with the troubled conditions of our time. Lieutenant Gen- eral A. P. Clark. Air Force Chief of Professional Schooling. has declared that the military services must participate in the national effort to save troubled society. or we shall perish with it. Noting that the serv- ices share with civilian institutions the problems of restless and some- times rebellious youth. Clark laid some of the services ' difficulties to factors that have caused trouble in the outside world and claimed that the Armed Forces. being composed of a cross section of society. can hardly maintain themselves above it in the long run.” Still another Ag; MM editorial indicated that ”the Air Force is groping for new :mys to communicate with its younger minors and make the service a more acceptable profession.”8 It would appear inconceivable that some of the problems of society and of the Armed Forces could not be expressed in terms of hostility or apathy toward the Security Police. There is also a growing armreness that the Armed Forces have an obligation to prepare individuals for a useful return to civilian status upon completion of their military obligations. In fulfilling this responsibility. the military can play a significant role in resolving 161love item in the A}; Force Times [Wehingtom D. C; . Febru- ary 12. 1969. ‘ 17181mm item in the Q Force Times (Washington. D. C} . Janu- Cry 15' 1969e 18likiitorial in the A}; Force Times [Washington. D. Q . Janu- ary 29: 1969. 65 some of the problems of society: specifically. training can be provided which will not only benefit the services but will also better equip indi- viduals to assume vital positions in society. A news item in the g; E2593 __Ti_m_e_s_. reporting on the findings of a Ph.D. dissertation. revealed that one of the problems facing Air Force personnel separating from the service vms finding the right kind of Job. particularly in nontechnical fields.19 Such studies led to ”Project Transition.” a program designed to provide training and counselling. as well as Job-hunting aid. for individuals about to leave the Air Force. The scope of the program is significant: betmen January 1968-Jannmry 1969 . approximately 7 .000 men received transition training and over 87 .000 obtained counselling and Job-hunting aid. 20 According to one Project Transition NCO. local law enforcement agencies and Air Force bases are working together in search of civil police recruits: Security Policemen and Negro airmen are of special interest to these law enforcement agencies.21 A well trained Security Policeman would benefit society if he subsequently chose to become a ciVil policemannthis fact may provide sufficient justification . in and of itself. for increasing Security Police training. Concurrent with the preceding developsents has been a heightened interest on the part of some Security Police personnel in bettering their image . bettering their commity relations . and bettering their ”News itas in the a Force Times [Washington. D. C) . March 19. ”mm. 2:I’News item inthe £13; Force Times [Nashingtom D. C] . Janu- a” 290 1969e 1969. 66 training and professionalism. Security Police equipment has been improved with an eye to the future and a hand on the present situation in Southeast Asia.22 Senior Security Police NCOs recmtly advanced sev- eral suggestions to improve the Security Police professionally: (1) per- mit 3-? through E-9 enlisted personnel to attend Air Force Institute of Technology courses in police administration. corrections. and traffic. now set aside for officers; (2) develoment of a supervisory course spe- cifically for E-lt and S-S Security Policemen; (3) employment of specially trained Security Police instructors to conduct mit training programs: (4) raise entrance aptitude requirements; and (5) raise height require- ments for entrance into the field.23 Similarly. several recomendations to improve the Security Police image are under study by Hq USAF offi- cialsezu V . SUFMARIZATION It is apparent that numerous forces and trends at work in society today are exerting an influence (however great or small) on the military establishment. A review of what might be termed "current intelligence“ (news releases) bears witness to these influences. Such factors warrant concern on the part of Security Policemen to insure progression. rather than regression. both in terms of over-all professional training and. specifically. in terms of training and programing in calamity relations. zzlbid. 23News item in the Air; Force Times Washington. D. 0.1. Janu- ary 22! 1969- 2‘News item in the A}; Force Times Washington. D. 0:1. Janu- ary 29. 1969e 67 In addition. the time appears to be "right“ for any significant. over-all revision of operations and training. Not only can the Security Police point to growing tensions as Justification for better training but also to Project Transition as reason for increased training in the effort to contribute better qualified personnel to civil agencies . thereby. con- tributing to society as a whole. The literature revealed similarities between the Security Police and the civil police. as well as between Security Police and industrial security guards. 'me outline of the Security Police training program indicated considerable deviation from the training standard ncomended by the President's Crime Coulissicn for all police agencies: yet. it also showed some ways in which the Security Police have surpassed some ciVilian police agencies in training. as well as in professionalism. From the total profile it can be observed that the military and civilian police do possess sufficient. similnr characteristics and prob- lems to mt some comparison and generalisation from the one to the other. CHAPTERIV CONCEPTUAL FRAMEWORK: THE hDONOMIC-SYSTEMS APPmACH The profile of the USAF Security Police social system related that establisheent to the general perspective from which the survey was conducted. The imediate task confronting the researcher is that of presenting the conceptual framework within which the data and findings of the survey are to be analysed. While this chapter may convey the impression of digressing from the over-all context of the report. the concepts presented herein have relevance to that which has gone before . as well as to that which is to come. The study and discussion of training methodology. evaluation. and sensitivity training were devel- oped within this framemrk. Section VI of Chapter VI will also relate to this scheme. Additionally. the research involved not only sociolog- ical concerns but also police administration matters. Since the con- cepts to be subsequently employed in the data analysis are conspicuous by their absence from police literature. this apparent detour is neces- sary to provide knowledge where little exists. Notwithstath the research and concern which has been directed at the police. few attempts have been exerted either to develop or to adopt concepts and theories beneficial in managing. predicting. or changing police behavior. Yet. there is a growing body of literature which has endeavored to synthesise empirical studies into useful theory and generalized concepts. It appears that such a utopian goal has not. 68 69 at present. been fully attained.1 However. some theories and concepts have emerged in other professions that are adoptable by the police; some could resolve (or at least reduce) many police problems. Two such con- cepts. relevant to this report. are the economic approach to decision making and the systems approach to organizational behavior. I. THE ECONOMIC APPRDACH 10 DECISION MAKING The researcher perceives the majority of police administration problems as being of an economic nature. Specifically. they are prob- lems resolvable to the efficient allocation and utilization of resources (men. money. and material). Inherent in the efficient utilisation of men. as well as of money. are the needs for efficient and effective training designed to produce efficient and effective behavior (or per- formance) on the part of the individual police officer. Confronted with the police-commity relations dilemma and the problems of society today. efficient police service must consider effectuating and maintaining a favorable police-commity relationship. Without a consideration of this 29!; significant variable . efficient utilisation of the police man- power (and money) resources is not attainable. In perceiving most police admustration difficulties as essen- tially economic problems. there are certain considerations and limita- tions that must be borne in mind. The generalization cannot be extended to the problems of the individual patrolman: his day-to-day difficulties are more of a human relations or sociological nature than they are 1For example. see Joseph E. McGrath and Irwin Altman. Small Group Research: A. Smthesis ;_an_c_l_ Criti ue of the Field (New York: Holt. Rins- he""rt"" tea Winston. Incorporated. ' 19367.- 7O econoan.c. This factor enhances the significance of the police-commity relations variable in the administrator's concern with the allocation ami utilisation of his resources. Another limitation of the view is a distinction in terms of that the «anode approach does at imply. It is 92.2: as is often perceived. a view tourd oheapness. Rather. it is a view of maximmn versus marginal return per dollar of expenditure. This concern with marinas return per dollar of expenditure dictates the in-depth study of police problems. the accmaulation of scientific knowledge. and the selection of options based upon the greatest return for the least expenditure from the total police 8m. The police administrator's problem. thereby. becomes one of achieving efficiency in the operation of a system with no adequate price mechanism and with no institutions forcing a natural selection of effi- cient rather than inefficient alternatives. The solution to the problem lies in an increased recogntion and amness that police problems are. in one of their important aspects. economic decisions. Unless the appro- priate questions are asked. unless the appropriate alternatives are selected for comparison. and unless suitable criteria are utilised for choosing the most efficient alternative. the adminstrator's objectives will suffer. On the other hand. if the alternatives are arrayed and a serious attempt is made to apply sound criteria in choosing the most efficient alternatives. decisions are likely to be improved even though the con- siderations brought to bear are mainly qualitative and intuitive. In essence. one has arrived at an economic analysis of police problems. consisting of several elements: (1) an objective or objectives. 71 (2) alternatives. (3) costs of resources used. (1+) a model or models. and (5) a criterion. The executive must first determine an objective or objectives. What aim or aims is he attempting to accomplish with the forces. equip- ment. projects. or tactics that the analysis is desigied to compare? A choice of objectives is fundamental: if the choice is incorrectly made. the whole analysis becomes addressed to the wrong question. The choice of an objective is extremely crucial in questions concerning training. As will subsequently be sham. each possible training objective requires specific conditions to be met if the training objective is to be attained. Once an objective is clearly defined. the next analysis to be nude concerns the alternative forces. equipment. tactics. etc. . through which the objective may be attained. In toms of training. this analy- sis requires a consideration of the available empirically derived knowl- edge of training methodology. such as previously discussed in Chapter II and further illustrated in Appendix B. Each alternative method of accom- plishing the objective involves the incurring of certain costs or the use of certain resources. which must also be considered. The next step in the process is to develop a model—an abstract representation of reality—which will aid the administrator to perceive significant relations in the real world. to manipulate them. to analyze ' them. and to predict other relationships or outcomes. A systems analy- sis of organizational behavior. discussed in the following section. pro- vides such a model for considering the numerous variables which serve a functional or dysfunctional role in training and in police-community relations . 72 The final step in an economic analysis is to establish criteria. This is the test by which we select one alternative over another or one system over another. Objectives and costs usually have no oomon meas- ure: hence . administrators have to be satisfied with some approximation to the ideal criterion that will «table them to say that system A is better than system B—note: m. net optimal. Implied in this char- acteristic is a concept of fundamental importance: economic choice is but a way of looking at police problems. As such. it does not depend upon the use of any analytic aids or computational devices. there uti- lized (and they can sophisticate the process). such devices are in no sense alternatives to. or rivals of. good judgnent which. as always. remains of critical importance in designing the analysis. in choosing the alternatives. and in selecting the criterion. In short. the eco- nomic approach to decision maldng is but one approach of value in solving a problem: nonetheless . it is an approach more valid than traditional police management concepts and practices . particularly in training. development. and police-community relations programing. The approach. however. requires an understanding of the systems-like nature of hmnan behavior in organisations and a model with which to enhance the adminis- trator's perceptions of the variables and probable outcomes of his alter- native courses of action. 2 2The basic concept employed in the preceding discussion was adopted from Charles J. Hitch and Roland N. McKean. flemmts gg Defense mommies (National Security Management Series. Washington. D. C.: mistrial College of the inc-d Forces. 1967). especially pp. 69: 81-81». 73 II. SYSTEMS ANALYSIS OF BEHAVIOR IN ORGANIZATIONS In recent years there has been an increasing aphasis on systems analysis. as well as on the study of behavior and training. Few attempts have been exerted to synthesize the accumulated bodies of knewledge into helpful umdels. The following discussion is one such attempt. It is obvious that some actions we perform produce the. effects we desire. whereas. others do not. These undesirable (or at least surpris- ing) effects tend to increase as our hman involvement increases due to our limited knowledge of human behavior and due to our om hman falli- bilities. Being human. we possess imperfect thinking habits: the most important of which is our single cause habit of thinking. This results in the oversimplification of both the causes of problems and the answers to problems. If a single cause eiqllanation to problems is inadequate . an obvious substitute is the assumption that events are the result of numer- ous forces operating in complex relation to each other—a concept embod- ied within the systems. approach. Basically. a system may be envisioned as a set of objects. together with the relationships between the objects and between their attributes. Somevmat overly simplified. everything is relatedto everything elseinsuchamnnerthatachangeinanycne thing produces a change in everything else within the system (albeit. the change may be infinitesimal). This concept requires the creating of a hierarchy of natural units and the developnent of knowledge conceming smaller units prior to pro- ceeding to larger or external units. This hierarcmr of systems enables us to concentrate on understanding one internal system at a time. to treat some systems as extemal environment. to handle some as producers 71+ of internal effects. and to deal with some in the full complexity necessitated by our goals. responsibilities. and skills. One property of anv system is that of dynamic or moving equilib- rium—a tendency tourd balance. Underlying this property is the feed- back mechanim. That is to say. a system is an entity into which ele- ments are introduced. transferred. and emitted (an input-output mecha- nin). that comes out influences what goes in and vice versa. Systems analysis . in basic terms . is an analysis of functions and dysfunctions. One variable is a function of another if its magiitude varies with the magnitude of the other. Behavior. a part of any hmIan system. is not merely functional—it is functional f2; something else. It is neces- sary to determine that the ”something" is in order to avoid mere good/ bad judyents. There is a tendency to confuse a function with a conse- quence or visible change. but there is no necessary relationship between the Visibility of effects and the significance of the function. A system maintains two kinds of relations with its environment: (1) the enviror-snt imposes certain constraints within which the system must operate. but (2) systems also act upon their environaent. fithin any organisation these constraints are of three types: (1) human inputs. (2) technological inputs. and (3) organisational inputs. These constraints. as part of environment. influence the behavior of a system. Conversely. the system's behavior affects its environment. thereby. influencing the human. technological. and organisational inputs. Behavior within a system has three aspects: (1) activities. (2) inter- actions. and (3) sentiments. each of which influences and. in turn. is affected by each of the other aspects of behavior. 75 Translating the preceding into an overly simplified schematic . it can be observed that a police system acts upon the commity it serves and vice versa. By the same token. there are subsystems at work within the police system. Based upon Figure 2. it is apparent that the training system of a police agency is affected by the supervisory and comand system. but it. in turn. influences the supervisory and oomand system. Similarly. a police agency. the other subsystems of the Justice system. other subsys- tems of a col-sunity. .and other calamities interact and influence one another. If one recognises and accepts this elementary framework and if one is interested in influencing behavior. it is next necessary to develop a scheme for diagnosing the behavior one desires to influence. The scheme presented in Figure 3. page 77. seems suitable. Once a systems analysis approach to modifying or changing behav- ior has been accepted. one mist obviously operate within certain con- straints; of prime consideration is the external environment.3 1‘12 sang texture g_f_ orga_n_isational environment. A main problem in the study of organisational behavior change is the fact that the envi- ronments in which organizations operate are changing at an increasing rate toward greater complexity. A complete understanding of organisa- tional behavior requires some knowledge of each of the following: (1) processes within the organisation. (2) exchanges between the organisation 3ms section as based upon an adaptation of concepts contained in John A. Seiler. Systems 91.13.31 i_n_ Orwsational Behavior (Renowned. Illinois: Richard D. Irvdn. Incorporated. and the Dorsey Press. 1967). 9mm pp. 1-32. 76 COMMUNITY’SYSTEM M RELIGIOUS sysrm POLITICAL 3231-1524 e > THE CEDENAL \ JUSTICE sxs'rm / Legend 3 4—9 8 "Functions for“ ”this figure is based upon an idea contained in Seiler. 22,. 2}}... P. 7. The figure is not intended to be an all-inclusive model of a community system. but merely an illustration; hence. several significant subsystems (such as the social services subsystem) are excluded. 77 .mm .o ..fld .Mm .nofiom sons coach 3 2&2 use. such mmoaponsms nuaTllllmv.mmemeA .mzofiéHfiao a 333mm gm canes mom Eggs” ES 24 m "55lo encaseema H onsossnflam estates... ufimflpao 18333.30 .V n .3353 555 323mm 334 swam on» no one fine“? - ; cowl .nofiflonaoo acumen—songs tom H3333 . escapeefifiwno mo 3.285. «conch Sunshade o / .oum gamma—m do nausea: .Soxnsm m 35 . sumo nanos— a. 0:3: tacos 393.22 «coach .70 “32.3009 A, f Jars. ~3ng gag andnfifi 33.5. 53... Icon defladom . mm: glean. I. lon..§.. .onfil 5". _ . _oo_ cued: 78 and its environ-ant. and (3) the processes through which the parts of the mix-amt become related to each other (i.e.. the causal toxturo).“ Somewhat simplified. this concept implies that an external environment of a system greatly defines the parameters within which one is free to manipulate the internal factors of a system. Nonetheless. within the limits imposed on a sibsystem (the police) by its external system (the oomnfity) . it is possible to unipulate the internal elements of the subsystem to influence behavior or performance within that subsystem (the police) and to an extent. thereby. influence the external environ- ment (tn. county). Tbe question becomes unfolds (1) how does ene desire to influence the behavior or performance of the subsystem (policemen)? and (2) what conditions are necessary to achieve this goal? III. OONIETIONS mums) TO INDIEE CHANGE IN BEAVIOB One authority has claimed that executive developent efforts have been unsuccessful due to a failure to isolate. qmntify. measure. and stow the variables of the process of education and development. Based on tin hundred empirical studies. House has developed a scheme of condi- tions required to induce change through developent programs (see Fig- ure it). Police training. per se. and hman relations training. in par- ticular. have also been unsuccessful due to a failure to isolate. quan- tify. measure. and study both the variables “thin the police system itself and the variables of the process of education and developent. The scheme of conditions required to induce change in industrial “F. E. fiery and E. L. Trist. “The Causal Texture of Organisa- tional Enviroments” . nation Theo A Behavioral Approa roach. eds. Walter A. a zm§uglas i. Egan ( Batons—W— Bacon. Incorporated. 1966). 79 Rarticipant I characteristics I effort I climate Conditions for Development u---fl----fl--~fi--fl----m IPrimary work lFormsl organiza- ILeadership ILearning l lgroup cultural tional climate ObaectiVes of Development I II III IV Change Change Change Change knowledge_ attitude ability, .performance Flexible atti- tudes on part 1 Sufficient IQ of participants Non-conflicting I + habits or per- Sufficient ' sonality traits ‘ motivation Agreement with f spirit of the 1 material to be 3 _ ....... nkwwé--___ ....... 4..._.__; Direct method Discussion of Practice On-the-jOb 1 of instruction on-the-job ap- + practice of I + lications and Corrective newly acquired : Competent in- personal bene- training abilities SEFEPE?29_._._.J £§E§ ...... .. _______________ _lCoaching. coun-i Neutral or pos- Superior's at- seling. and i itive attitude titude consist- periodic per- : of superior ent with de- formance review} sired change by superior L- ——————— O— ———————— L— ——————————————— 1 n ‘1 1 Philosophy. ' Goals and p01- practices. and 3 icies consist- precedents con-A out with learn- sistent with ; ing desired per- i formance - ' "‘”&flfih§&:" """" ‘ """""" 7 ditions and so- Informal group ‘ cial beliefs rules and consistent with standards con- desired atti- sistent with tudes desired change L ________ L ________ L ....... _J _______ .1 FIGURE # mmmmmnmmmnmlmmemmw? *This figure is'based upon House. leg, 232, 80 developmental programs appears equally applicable to police executive development and to individual police officer development. A review of some of the empiric studies from mich the concept evolved revealed nothing that muld preclude the adaptation of the concept. In the general area of police training and in the specific area of human relations . intergroup. and interpersonal relations. it appears that by enmining the conditions needed for development one can predict the likelihood of success in attaining a specific objective for a training effort. For example . given an inadequate I. Q. or motivation . will a policeman gain any knowledge in a classroom? The ansuer. quite obviously. is. at best. very little. Similarly. if one's training objec- tive is to change performance. all the conditions listed in Column IV. Figure 4. would need to be present. or one could reasonably anticipate failure. 5 IV. SUMMARI AND CONCLUSIONS It can be seen that the conceptual framvnrk within which police training should be conducted. be it technical training. community rela- tions training. or executive training. is that of a complete economic- systems analysis of behavior within an organisation. By attempting to ascertain all of the influencing variables which will reinforce or negate a given training effort. the police administrator can determine the probability of success or failure in the training endeavor. Through a systemic determination of the training needs (an occupational or Job 5Tbis concept was based upon Robert J. House. Management Develop- ment: Desi .. Evaluation 31!; Inplemtation (Ann Arbor. Michigan: Bureau of Industrial Relations . Graduate School of Business Administra- tion. University of Michigan. 1967). pp. 17-19: 105-132. 81 mlysis). through a scientific evaluation of the effectiveness of various training methods. and through analysis of the organisational environment's variables which will enhance or negate the training. the administrator can make a valid economic decision as to a course of action. For enmple. where the nature of a department is suitable. sen- sitivity training. even though a most costly training method. will prove highly effective and beneficial. However. where other variables are in force that will negate m training effort. the “proper" economic choice might well be to expend the least amount on training as is possible. Similarly. where variables at mrk within the organisation are such that role playing methods of teaching human relations would be nearly as effective as sensitivity training and considerably less costly. the eco- nomic choice would lean toward role playing. Conversely. factors migxt well prescribe that the administrator mnipulate the variables within his system so that whatever method is employed will be reinforced on the job. rather than extinguished. House labeled this "the ccmitment approach." which entails the diagnosis and complete modification (where appropriate) of an organisation's internal environment so as to insure that training efforts are reinforced.6 Obviously. such an approach pre- supposes that the training objective is clearly directed toward that behavior sincerely desired on the job. Unless this condition is present. no rational administrator would be likely to alter his organisation (man- power selection. structure. assignment procedures. etc.) to attain a training objective and encourage behavior that he did not deem to be the appropriate behavior. 6I'hid.. pp. lbs-61+. 82 It was within such a concept that the ultimate findings of the survey were to be evaluated and the conclusions and recommendations were to be formulated. Similarly. it is an approach which shows promise for police administrators in improving their police training and police- commity relationships (both through training and programs). CHAPTERV NATURE. PIDCEDURL'S, AND Ms‘monomex 0F fiiE mm The preceding survey of literature (Chapters II and III) reflected the perspective from which the research was undertaken. Chapter IV pre- sented a concept within which the data was evaluated. The purpose of this chapter is to discuss methodology: the nature of the study. the procedures followed, and the instrument employed in the investigation. The objective of the inquiry was to obtain data for subsequent analysis in order to: (1) ascertain attitudes pertaining to Security Police training; (2) determine the state of the art of Security Police community relations training and programming: and (3) compare the perceptions of chiefs and directors. training officers. and.training NGOs regarding their Security Felice-community'relationships. The ultimate goal of the study was to develop hypotheses, ions conclusions. and determine the implications of the findings in terms of the USAF Security Felice. civ- ilian police agencies. and the police-community relations spectrum. The research instrument was constructed so as to attain the aforementioned objective. Concepts and data derived from.relevant literature were incorporated where appropriate. I. THE RESEUEH INSTRUMENT The survey instrument was a mailed self-administering questionnaire (see Appendix 0). his will be shown in Chapter VI. the characteristics of 83 . 84 the respondents mitigated against utilizing either limited sample interviews or case studies as techniques for obtaining the desired data. Such techniques muld have precluded the generalization of the resultant findings. The decision to employ a questionnaire rather than to conduct personal interviews was predicated upon the impracticality of visiting 101 Air Force bases, as well as upon the scope and. nature of the study which were deemed suitable for a mail survey.1 The questionnaire contained thirty-five items and was designed for completion within thirty mnutes. Ten items were so constructed as to provide information pertaining to various characteristics of the respondents- ‘Ihese characteristics provided a means for tabulating and correlating the data and established a base for the analysis of varia- bles that might influence the subsequent responses. In this section of the survey the respondents were required to fill in blanks and check appropriate responses. Twenty-five items sought to ascertain various opinions . attitudes . or data. 01‘ these questions. ten related to Security Police training in its broad perspectives five considered commity relations training. three involved community relations programs , and five concerned the respondents ’ perceptions of their relationships with their communities. Another item was designed to measure the perceived importance of favor- able conmmity relations in security functions since such duties are a significant concern of the USAF Security Police. An "Importance 15cc Charles H. Backstrom and Gerald D. Hui-sh, Surve Research (Evanstcn, Illinois: Northwestern University Press, 1 3 . pp. 1-10. for some considerations relevant to the election of personal interviews as opposed to nail surveys. The sample sire and type is described in PD. 10-11. m. and pp. 97-99. £39.. 85 Relation Rating Scale“ as also included; the respondents were to evaluate the importance of eighteen types of training subject matter. A Lilcert scale was utilised in eleven of the twenty-five opinion questions: the respondents were to indicate the extent to which they agreed or disagreed with given statements. Five items required a yes or no response; seven necessitated a selection from several possible alternatives. In still another question. the respondents were requested to list projects or drives undertaken within the respondent's unit to enhance the Security Polioe-ccumity relationship. In order to effect a comparison of the data obtained in earlier research with that derived from this study . seven of the twenty-five opinion items are virtual repeats of questions utilised in previous research to determine the attitudes of Security Police chiefs and directors concerning their community relationships. These items were repeated to preclude different responses which alternative questions might have elicited. Section I. identifmg 993;. This section provided data for identifyim. categorizing. and correlating the opinion data obtained in Section II of the survey. 1TB! 1: The Phjor Air Cortland to which I was assigned imaediatelz gig}; to my present assignment to this installation was . The respondents' current cos-and of aseigmsent was ascertained through the uiling list; however. it was hypothesised that the contend to which the respondent ins previousy assigned could significantly influence his opinion responses. Most air commands possess unique char- acteristics. particularly those comands located abroad. It as perceived 86 that the combat environment of Southeast Asia muld tend to develop different attitudes than those developed in noncombatant areas. ITfii let I was assigned to my current installation (prior to) or (after) 1 March 1968. ITEM 10: Since 1 March 1968 . there has beam __ a new Chief of Security Police assigned to this installation: __ a new director: __ both a new chief and new director: __ neither a new chief nor a new director. The infcmtion to be derived from these two items would allow an analysis of the attitudes of those personnel who served under the chiefs] directors previously surveyed as opposed to those who did not serve under those chiefs. The chiefs and directors reflected a set of attitudes; similar attitudes expressed by respondents to this survey would tend to validate the prior findings as legitimate perceptions of the entire Secu- rity Police corp. Conversely. significant differences would tend to refute the earlier findings. ITEM 2: I have been in the Security Police (including Air Police) career field for __ years and __ months as of 1 April 1969. ITIM 33 I have been on active duty in the Air Force or other branch of the Armed Forces for __ years and __ months as of 1 April 1969. Since numerous Security Police personnel .have not served their entire military career within the Security Police field. it was desirable I to determine both their length of time in the Security Police and their length of time in the service, so as to analyze the influence of 8? experience in fields other than the Security Police. Length of time in the Air Force would necessarily correlate with attitudes previously held as a civilian: whereas, length of time as a Security Policeman or Secu- rity Police officer would tend to develop vhat could be termed ”a police perspective. " 1TB! 4: I am assigned (as full time duty or as an additional duty) as: __ a Security Police Training Officer: __ NCO: __ neither of the above. please explain. Foreseeing the possibility of someone other than the addressee completing the questionnaire , a choice of ”neither of the above; please explain" has included. The data obtained from this item permitted a comparison of officer attitudes with NCO attitudes. The officers were hypothesized to reflect different attitudes than the NOOs as a conse- quence of their younger age . greater educational level . and differences in job perspectives. ITEM 5: The approximate population (military personnel, dependents. and civilian employees) of this installation is thousand. ITEM 6: This installation is located approximately miles from the nearest city with a population of 50.000 and approximately miles from the nearest city with a population of over 250,000. ITflI 7: There are approximately military and civilian (combined total) Security Policemen assigned to this installation. ITEM 8 : There are approximately Security Policemen perfoming a law enforcement function (such as base patrol, town patrol, pass and identification, etc.) as opposed to a security function at this instal- lation. It was hypothesized that the type of data developed from the fore- going items muld affect the subsequent responses. For ample, it was envisioned that the proximity of a base to an adjacent city would directly correlate with attitudes toward relationships with that civilian commity. Similarly. it was perceived that mission orientation would significantly affect attitudes toward training. Other perceived rela- tionships in the variables are presented in Section IV. mm 9 : Within the law enforcement function at this installation what type of personnel are employed as Security Police: military: civilian: or both? me purpose of this item was to test the hypothesis that those comands utilizing only military Security Policemen muld reflect less concern with community relations than those utilizing civilian guards but wuld express greater concern with training as military Security Police- men are required to perform a broader range of duties than are civilian Security Police personnel. Section 11;, M 951;. The questions in this portion of the instrmmnt were intentionally dispersed so that the respondents would be less likely to reason out a pattern of ”intended responses.“ Therefore, the items will be discussed out of the sequence in which they appeared in 89 the actual questionnaire: they will be presented in their intended relationship, by category of concern. Category I—Training ITDI 5: I consider extensive and intensive training essential in order to develop an effective professional Security Policeman : strongly agree: agree: do not know: disagree: strongly disagree. An unperceived need for training would—if legi.ti.mate-affect other responses. Some individuals have expressed the opinion that there is no valid need for professional policemen. particularly in the Armed Forces. This item was designed to detendne the extent to which. if any, such a belief is entertained within the USAF Security Police establish- ment. Il‘m 1 : - I consider the current oven-all Security Police Training Program to be generally effective in developing professional . competent Security Policemen: strongly agree: agree: do not know: disagree: strongly disagree. ITfld 22: Howmuchofyeurtrainingtimeisusedinteachingthings thatdo not seem important to you: a lot of it: some of it: only a little of it: almost none of it? . 'mese two items were designed to ascertain general satisfaction with the over-all Security Police training program as discussed in Chap- ter III. Item 22, in part, was also intended to serve as a cross-check against the responses to Item 1. It was assumed that if a respondent considered the over-all program to be generally effective, he would not 9O perceive himself as spending a significant amount of time teaching seemingly unimportant material. 'Ihe reverse could also be true, thereby, revealing dissatisfaction with the on-the-job training portion of the training program even though the respondent might reflect satisfaction with the school and correspondence portions of the program. ITEM 6: I consider most Security Policemen throughout the Air Force as well trained in most facets of our job: strongly agree: agree: do not know: disagree: strongly disagree. 1m: 21: In general. how well do you think the Security Police are trained: trained very well: trained not so well: trained very poorly: undecided? 'lhe data from these two items will reveal how well the respondents perceived the individual Security Policemen to be trained, either as the result of the training program or in spite of the program. Item 21 as somewhat differently mrded in order to detemine how well the respond- ents perceived the individual policemen to be trained in their specific Jobs, as opposed to the broad specialty (i.e., to ascertain the effec- tiveness of training personnel as specialists versus training them as generalists) . Numerous consents offered by the respondents indicated that they perceived this intention in the items. 1TH 23: How adequate do you consider the basic Security Police technical school: excellent~little room for improvement: basically good but needs to be expanded: fairly good but limited to only security duties: poor—a Virtual taste of time: some other opinion, elqalain? 91 It was envisioned that some reSpondents would express some dissatisfaction with the over-all Security Police training program. An obvious source of dissatisfaction could have been the basic Security Police training school: one question was necessary to consider this pos- sibility. 0n the other hand, approximately 50 per cent of the Security Policemen do not attend this school: hence , additional questions designed to develop a more comprehensive insight into perceptions concerning the recruit school were excluded from the survey. ‘Ihis allowed the research to cover other areas and allowed the instrument to be confined to a length conducive to a high response rate . ITEM 2: I consider the current Security Police career development course to be generally adequate in developing professional, effective Security Policemen: strongly agree: agree: do not know: disagree: strongly disagree. ITE‘I 24: How adequate do you consider the CDC : excellent—little room for improvement: basically good but needs to be expanded: fairly good for teaching security but not law enforcement: poor—it contributes little to the professional performance of Security Policemen: a waste of time-- does little to prepare a man for his job: some other opinion . explain? ITfli 1+: I would favor a greatly expanded version of the career developnent course which would cover more areas and treat them in greater depth: strongly agree: agree: do not know: disagree: strongly disagree. ITEM 3: I would favor the career development course being rewritten into a 92 prograned text such as used in the general military training program: strongly agree: agree: do not know disagree: strongly disagree. All Security Policemen are required to complete the mandatory correspondence course discussed in Chapters 11 and III. Item 21+. in part. served as a check on the response to Item 2. Additionally. it provided the respondent with an opportunity to express an opinion other than that solicited by the closed responses. Item 3 as desipzed to determine attitudes tovmrd the possible conversion of the course to a programsd text as suggested by a review of the literature. Since some administrators have reflected a desire to adopt similar approaches. it was considered desirable to ascertain the opinions of some police prac~ titicners experienced in the utilisation or such tools in an effort to aid aw future attempts in this direction. Category II—Ce-nmity Relations Training 1TH 8: I emphasize effecting good community relations throughout aw training program: yes: no. 1TB! 9: I conduct specialised classes concerning community relations : yes: no. I'll! 10: I need material added to IV training program concerning ccmunity relations: yes: no. HR! 11: In my unit. class instruction is given in the following areas: (a list of thirteen areas as provided). 93 ITE-i 12: Are there any other courses or subject matter taught in your unit that you conceive of as pertinent to community relations: yes: no: if yes. explain or list briefly? me total. image conveyed by these five items was intended to reflect the nature and extent of community relations training within the USAF Security Police. mile considerable research has been directed at civilian police agencies to determine the nature and extent of community relations training therein. no prior research has determined this aspect of military training. Category III-PCR Programs ITEM 18: In nw Security Police unit there is: a vigorous program aimed at improving comunity relations: a moderate program: little or no program. ITDI 20: During the past year aw Security Police unit has initiated the following projects or drives to benefit. help. or improve the military or civilian commity or parts thereof ' . . ITE‘I 7 : q I feel that Headquarters USAF has sufficient detailed guidance available in current directives to assist me (or require of me) to effect good relations with: a. me military comunity: yes: no. b. The civilian comunity: yes: no. c. The local ciVilian police: yes: no. The data developed from these questions allowed an overview of the nature and extent of commity relations programs within the IBAF Security 91: Police. Such an overview was not available in police literature. and it was perceived that some of the data developed would be beneficial to all police agmcies . Additionally. the consolidation of ideas from Security Police units across the United States would provide a source of practical knowledge to the Security Police corp. . Category IV--PCR Perceptions 1m: 13: m Security Police unit has a poor relationship with the civilian police: strongly agree: agree: do not know: disagree: strongly disagree. I‘l‘m 11“ My Security Police unit maintains frequent contact with the local police: strongly agree: agree: do not know: disagree: strongly disagree. 'nlese two items were intended to determine the respondents' perceptions of their relationship with the local civilian police. Item 14. in a sense. was a validating item. allowing an analysis of the basis upon which a response to Item 13 was selected. 0n the other hand. the frequency of contact with local civil police also serves as a barometer for measuring Security Police-civil police relations. ‘L‘ne absence of contact would tend to indicate alientation between the two agencies and wuld assuredly interfere with Security Police law enforcement mission accomplishment. I ITEM 19c: Place an ”X” by the phrase. which BEST describes how you feel your Security Police unit is regarded by the local civilian police: not too competent as a law enforcement unit: as good as any other military police unit: a good law enforcement unit: highly competent and professional: not a law enforcement unit. 95 The information to be derived from this item is self-eXplanatoryu the respondents ' perceptions concerning how well the local police regard the Security Police. 1134 15: My Security Police unit's relationship with the military commity is highly unsatisfactory: strongly agree: agree: do not know: disagree: strongly disagree. 1TB! 190.: Place an ”X” by the phrase which BET describes how you feel your Security Police unit is regarded by the military community: unprofes- sional. one of the worst Security Police units in the Air Force: not too competent: as good as any other Security Police unit: a good and impar- tial law enforcement unit: highly competent and professional: not a law enforcement unit. mm 16: ‘ My Security Police unit ' 8 relationship with the civilian commity is highly gatisfactory: strongly agree: agree: do not know: disagree: strongly disagree. ITEM 19b: . Place an ”X" by the phrase which BEST describes how you feel your Security Police unit is regarded by the ciVilian commity: worse than the local civilian police: as good as the local civilian police: better than the local civilian police: different from, but still: worse. as good as. better than the local civilian police. These four items were so constructed as to determine the respond- ants ' perceptions of their relationships with the military and civilian commities. both in terms of the relationship and in terms of the 96 esteem held by the military and civilian communities for the Security Police. The total image conveyed by the previous seven items allowed a comparison of the perceptions of training officers, the perceptions of training N005, and the perceptions of chiefs/directors (expressed in prior research) as to the relationships of the Security Police with the three communities they serve. ITEM 17 3 In the final analysis . effective commity relations is not as simifioant to the effective accomplishment of nw security mission as it is to the effective accomplishment of the law enforcement mission. It was felt that by deliberately slanting this statement any true concern with community relations in conjunction with security work would reveal itself. Obviously, such an approach implies that any percentage of disagreement with the statement would necessarily be a conservative figure. 'lhe oommity relations problem in security work is limited to the military commity, in that the local police and the civilian commu- nity normally would not encounter a Security Policeman performing secu- rity duty (persons from these communities would not have access to the areas being secured). However. good relations with the military commu- nity are essential if the security system is to function efficiently and effectively. ITEM 25: IMPORTANCE EVALUATION RATING SCALE. ‘Ihe respondents were requested to indicate, by placing an "x" in the appropriate block. how significant they felt various subject utter to be in the accomplishment of the Security Police mission. the bettering of comunity relations, 97 and the enhancement of Security Police professionalism. The items or subjects were selected from.a synthesis of police literature. Three items-"more emphasis on law enforcement duties-an expanded coverage," ”investigative duties," and "UCMJ”-dwere included to serve as a check on responses to commity relations items in an effort to measure the rater tendency to inflate his ratings in response to a perceived "anticipated answer,” as well as to allow some determination as to whether expansion of the CDC and (or) technical school should be limited to security func- tions or include law enforcement. II. PROCEDURES Approval to conduct the survey was obtained through Air Force channels: next, the mailing list of 101 USAF bases was developed as reported in Chapter I. Two questionnaires were dispatched to each base: one was addressed to the Security Police Training Officer and the other to the Security Police Training NOOIC (Noncommissioned Officer in Charge). .At the time it was unknown if, in fact. each base had a training officer assigned. This obviously made the determination of an officer response rate inexact. However, it was perceived that some officers would dele- gate their questionnaire to a training NCO, thereby) presenting difficul- ties in determining a valid officer response rate. Similarly, it was perceived that some bases would return two responses, both completed by NOOs. Since any Security Police unit has only one officer directly involved in training but may have several NCOs so involved, it was felt that this would pose no statistical problem: rather. this would provide a larger numerical sample of training N003. 98 Three weeks after the initial distribution of the surveys. a followhup letter was sent to those units which had not as yet replied. Approximately one hundred responses were received within two weeks after mailing the survey. only two during the third week. The followbup lat- ter resulted in thirty-two replies during the month subsequent to mailing the followbup letter. It was determined that further followbup letters would not result in a statistically significant increase in responses. 0f the sixteen bases that failed to reply, two were in Air University (the only two bases in that command). This command. by virtue of its size. would not have provided statistically significant data as a command Without a 100 per cent response and complete agreement on all survey items. Another nonresponding base was in the Headquarters Command. Again, this was felt to be statistically insignificant in terms of anal- ysis as a separate command as there are but two bases in that command. The remaining thirteen bases were from commands in which a statistically significant reSponse had already been received. It should be noted that Air Force directives prohibit personnel from completing surveys unless Air Force approval has been granted (Air Force students obtain approval through the Air Force Institute of Tech- nology: civilians obtain approval from Hq USAF). Approval to conduct this survey was obtained through.Air Force channels prior to mailing the questionnaire to the field. Notwithstanding this approval. three bases returned uncompleted questionnaires citing either local. command, or ‘ 'obsolete Air Force directives as justification for not completing the survey. I Many explanations are possible for the nonresponses. Inquiry revealed that the personnel at one base failed to respond because of the 99 beliefs that they could be identified by the postmark on the return envelop and that their opinions, if obtained by Air Force officials, could be prejudicial to their careers. regardless of how they responded to the questionnaire. Since another respondent inch a note with his completed survey indicating that he could be identified by the return postmark, it is highly probable that many of the nonrespondents recog- nized that they could. in fact. be identified and refused to reply due to the possibility that their opinions, if made known to Air, Force offi- cials. could be prejudicial to their careers. This problem could have been overcome in two ways. First, franked envelopes (postage and fees paid by the USAF) could have been used. Air Force directives prohibit this practice except for official business: student surveys have been detemined to be unofficial business even though the results of a study might provide data useful to the Air Force. A second alternative would have been procurement of a mailing permit to preclude the use of postal marks: this procedure would have nearly tripled the postage costs involved. Since the response rate, in every way calculated, exceeded the 10 to 50 per cent normally obtained in a mail survey,2 the nonresponses were considered to be sufficiently low as to counterbalance the problem (particularly in lieu of the patterns, or lack thereof. of responses). The rationale for nonresponses should . how- ever, be considered in future research into the military police estab- lishments. 21.12.13. 100 III. MSW PEDPOSITIONS AND HYPOTHESE The major hypotheses underlying this research were: (1) the concern with good community relations previously expressed by chiefs and directors of Security Police would not be as greatly shared by junior officers and senior NCOs: (2) though a concern with police-community relations has been expressed by chiefs and directors, in practice there is little or no training or progranning in effect designed to enhance police-community relations: and (3) there would be a general dissatisfac- tion with both the training program and the state of training of the Security Police force. It as also hypothesized that prior comand assignments muld reveal significant differences in perceptions due to the differences in orientation between comands located in the continen- tal united States, Einrope, and the Pacific. Specifically, it was believed that personnel who had been in PACAF would think more highly of the state of training within the Air Force due to the combat situation existing within that comand. Conversely, it was hypothesized that per- sonnel who had recently been assigned to USAFE would express signifi- cantly more concern with oonmnunity relations than individuals in other sounds due to that comand's emphasis on community relations (espe- cially during the period of mid 1966-mid 1968). In addition. it was hypothesized that the Security Police would express attitudes tomrd training typical of that found in civilian police literature (i.e., dis- satisfaction with recruit school, little significance of police-community relations in security work, etc.). ‘nne major propositions underlying each category of question were as follows: 101 Category I—Training 1. More personnel would view the over-all Security Police training program to be generally ineffective than would view the pro- gram favorably. PLCAF returnees would tales a reverse position. 2. A lesser nunber of personnel would admit to spending much time teaching subjects that seemed unimportant due to the tendency to conduct “paper training" in areas perceived as unimportant. 3. The majority of NCOs muld consider most Security Policemen well trained, but the officers would not share this attitude . 1+. lbst personnel would express dissatisfaction with the technical school. and a greater number would express dissatisfaction with the cm. Category II—Coununity Relations Training 1 . Few would acknowledge specialized classes designed to enhance comunity relations. Category III—PCR Programs 1 . There would be few programs in operation to enhance Security Police-conunity relations. 2. Most "programs” listed would be ”gimcks" designed to enhance the Security Police public image rather than benefit the community. Null. mtheses. Selltis has claimed that: Whether or not the nature of anticipated relationships can be stated explicitly—Le. . whether or not they can be eXpressed as Impotheses in the formflation stage of an inquiry—depends largely on the state of knowledge in the area under investigation. Scien- tific research can begin with well-formulated typotheses. or it can fomulate hypotheses as the end product of the research. In this study true hypotheses could not be stated in advance of the research dm to the existing lack of validated knowledge about Security Police-community relations. However. tentative or exploratory hypotheses , 3mm Selltis. g_t g. . Research Methods in §_o___cia1 Rela___t_i__ons (revised onedvolume edition: New York: Holt, Rinehart and Wm Incorporated, 1967). P. 39. 102 based on the past experiences of the researcher. were possible and these postulates fomlated a point of departure for the research endeavor: 1. The attitudes of Security Police directors and chiefs do not differ fro: the attitudes of judo:- Seourity Police officers. 2. The attitudes of Security Police officers do not differ from the attitudes of Security Police NCOs. 3. There is consensus within the Security Police field as to what a co-unity relations propane should encompass. 1:. There is consensus between the perceived needs of the USAF Security Police and the propane and ideas of current police- comunity relations propane elucidated in literature , pro- pane , and workshops throughout the nation. IV. STATISTICAL ANALYSIS Variables. There were nine dependent and eleven independent variables correlated and analysed within this frenemrk : 1. The perceptions of the chiefs and directors of Security Police pertaining to their Security Police-conthy relationships . 2. The perceptions of Security Police training officers pertaining to their Security Polioe-ooamumity relationships. 3. The perceptions of Security Police training BCOs pertaining to their Security Polioe-oosnunity relationships. I... The attitudes of Security Police training officers pertaining to Security Police professional training. 5. The attitudes of Security Police training NCOs pertaining to Security Police professional training. 6. The data furnished by Security Police training officers relevant to comunity relations training. 7. The data furnished by Security Police training was relevant to canunity relations training. 8. The data furnished by Security Police training officers relevant to col-unity relations prop-ans. 9. The data furnished by Security Police training NCOs relevant to conunity relations propane. 10. 11. 12. 13. 11+. 15. 16. 17. 18. 19. 23. 103 The relation of the Security Police unit's primary mission (law enforcement or security) on attitudes relevant to professional training, commity relations training and programs, and com- munity relationships. no effect of the size of a Security Police unit on attitudes relevant to professional training. commity relations training and programs . and commity relationships. The influence of current major air command of assignment on per- ceptions of commity relationships , commmity relations training . and commity relations programs. The influence of current major air command of assignment on attitudes toward professional training. The influence of prior command assignment on perceptions of com- munity relationships . connunity relations training . and coma- nity relations programs. The influence of prior comand assigrment on attitudes toward professional training. ‘me difference in perceptions of Security Police-commudty rela- tionships reflected by personnel to have continuously served under the same chief and director as previously surveyed (as opposed to personnel serving under different chiefs and directors). The effect of length of service on attitudes pertaining to pro- fessional training. The effect of length of service on perceptions of community relationships , ccmmity relations training. and community relations programs . The effect of non-Security Police experience on attitudes per- taining to professional training. The effect of non-Security Police experience on perceptions of comunity relationships , community relations training. and commity relations programs. The effect of base population on perceptions of community rela- tionships , comunity relations training . and commity rela- tions propane. The effect of proximity and population of nearby civilian comu- nities on perceptions of commity relationships , community relations training , and commity relations programs . The effect of utilizing civilian Security Police personnel on perceptions of commity relationships , comunity relations training . and community relations programs . 101+ 2J+. The effect of utilising civilian Security Police personnel on attitudes pertaining to professional training. M. The data us grouped by rank. ccmand of current assign-ant. and comnd of prior assignment. Upon tabulation the raw data us translated into meaningful percentages and correlated. Due to the stall nuber of responses involved. small. differences in per- centages are statistically insignificant. Hence. full. percentages were generally utilised: albeit. this resulted in totals not equaling enctly 100 per cent. hch ital us analysed (and correlated. where appropriate) to arrive at njor findings and conclusions. which were then analysed within the conceptual franework presented in Chapter IV. CHAPTER VI DATA ANALYSIS. FINDINGS, AND CONCLUSIONS I . INTEDDIETION Response _t_q _thg 393191. One copy of the questionnaire described in Chapter V was mailed to each Security Police Training Officer and Security Police Training NCOIC (Noncommissioned Officer in Charge) at each of 101 USAF bases (a total of 202 questionnaires) located within the confines of the continental United States (OONUS) . Three of these bases advised the researcher that various directives or policies prohib- ited completion of the surveys. In response to a follow-up letter , another base indicated that the questionnaires had not been received. Duplicate copies of the instrument were not forwarded as it as antici- pated that the responses would not be returned in sufficient time to allow incorporation into the data analysis. Presumably, the origiml surveys were lost either in the mail or in the base's correspondence distribution system. It was also learned that one base included on the mailing list had been deactivated prior to mailing the questionnaires to the field.- This left a total of ninety-six bases from which one or more responses could have been anticipated, eighty of which returned one or more completed surveys (83.3 per cent response rate). Two bases that responded returned one unmarked questionnaire and one survey completed by an NCO: it was indicated that they had no offi- cer assigned as a training officer. Still. another base reported (that 105 106 they had no NCO assigxed as a training N00 ('0. Eight bases returned two questionnaires, both completed by N00s. This left a possible total of eighty-six officer replies and ninety-six bases from which one or more N00 responses could have been anticipated (a possible 10“ NCO responses). Fifty-four of the eighty-six officers replied (62.8 per cent); eighty of the 101+ NCOs responded (76.9 per cent). 0f the possible 190 total replies, 134 were received (70.5 per cent response rate). Seventy- five per cent (11372) of the ninety-six bases returned one or more ques- tionnaires from N003. Forty-five of the eighty-six bases that could have returned both an officer and N00 reply, so responded (52.3 Per cent )3 fifty-three of the ninety-four bases which could have retumed two replies, either from an officer and N00 or from two NCOs, so responded (56.“ per cent). From the foregoing statistics it is apparent that the response rate was sufficient to reflect the general attitudes of the total popu- ' lations sampled. In view of the pattern of replies, the response rate was even more simificant. The nonrespondents would nearly all have had to return identical replies to significantly alter the mjor conclusions , inferences, and implications developed herein. Since the survey was intended to sample those junior officers most deeply involved in the training function. as well as those Nms directly concerned with training, it was decided to use all responses. This resulted in a larger numerical sample of NCOs than officers: this was perceived as acceptable as most bases have more than one Nm directly concerned with the training function but only one officer so involved. 107 Eight of the fifty-four officer respondents (14.8 per cent) identified thmselves as the only officer in their unit: hence , while serving as a training officer. they were also the chief or director of their unit. This was considered as a possible influencing variable on their attitudes and on their responses. However, from the researcher's past experience in a similar position. it seemed likely that these offi- cers would be sufficiently involved with training to reflect attitudes similar to those of other training officers. In addition. all but one of these respondents were identifiable as lieutenants (four) or captains (three). thereby, placing them in the category of a junior officer. As a result, all. officer responses were included in the data analysis. A separate analysis of these eight officers was conducted throughout the data evaluation to ascertain sigaificant variances from other junior officer replies. but none were noted. £229.12 .o_f_ _d_a_t_a_ pasentation. The data developed from the survey was analyzed in six major categories and will be reported upon in this sequence so as to present the findings in a logical. comprehendible man- ner. These categories included: (1) the general characteristics of the respondents, (2) the attitudes of the respondents pertaining to the over- all Security Police training program. (3) the data relevant to commity relations training, (1}) the data relevant to comunity relations programs . (5) the perceptions of the respondents concerning Security Police- comunity relationships . and (6) the over-all findings and implications of the survey. Within each category. the appropriate variables and cor- relates listed in Chapter V were considered. 108 m limitations. The method employed in the research possessed inherent limitations: (1) a low proportion of return (influenced by the sponsorship of the survey. the attractiveness of the format. the length of the questionnaire. the nature of the accompanying letter. the ease of completion. and the nature of the people to whom sent): (2) the charac- teristics of those who do respond. such as the more interested. the more literate. and the more positive sector of the community: and (3) the limited infomtion obtained from prearranged questions.1 While the high response rate and the pattern of responses partially counterbalanced these normally encountered disadvantages. they should be borne in mind. Additionally. it is important to emphasize that these evaluations and attitudes arise from a restricted perspective within a limited social system. Hence . the findings should not be construed to reflect attitudes within similar social systems. such as the Armwrhfllitary'Police Corp- nor even the entire USAF Security Police corp. The lower ranking Secu- rity Policemen could well possess entirely different attitudes than those expressed by officers and NCOs. Indeed. the attitudes of the training NCOs may not be representative of the entire NCO corp since. some degree of selectivity is generally exercised in appointing NCOs to a training function or position. II. GENERAL CHARACTERISTICS OF THE RESPONDENTS is reflected in Tables I and II. the respondents were assigned to eight major air commands and were grouped into three categories of 1"Claire Selltis. at _al. . Research Methods _i_n_ Social Relations (revised one-volune edition: New York: Holt. Rinehart 7nd- fiston. Incorporated. 196?). pp. 236-216: and Charles H. Backstrom and Gerald D. Hursh. Surve Research (Evanston. Illinois: Northwestern University Press. 19335. pp. 1-10- 109 previous cozmnands (the list of abbreviations and nomenclature . pages xiii and xiv. reflects all abbreviations employed in this chapter). Headquar- ters Comand replies were limited to one officer and one NCO. Since there was also one unidentifiable officer response and one unidentifiable NCO response. these four replies were grouped and reported as ”other" in order to provide the Headquarters Comand respondees with anonymity. 'EABLE I TOTAL NUMBER OF RESPONDENTS BY CURRENT COMMAND NONON’ONONONONON—O ADC AFLC AFSC ATC MAC SAC TAC ’ *N = N00: 0 = Officer "Includes one N00 and one officer from Hq Cmd and one unidentifi- able officer and one unidentifiable NCO In the grouping by prior comand (Table II) . the thirty-eight officers reflected under ”CONUS/other” included officers on their initial 110 duty assignment. as well as those who had transferred to their present base from another continental base (either from within their current command or from another continental United States command) . TABLE II TOTAL NUMBER OF RESPONDWTS BY PREVIOUS COMMAND moo 16 39 25 OFF 7 9 38 =:J: USAFE PACAF cams/0mm The twenty-five NCOs grouped under ”CON US/other" included eighteen NOOs who had transferred to their current base from another con- tinental U. S. base. five who had previously been assigned to the Alaskan Air Command (AAC). one from the USAF Security Service (but unstated as to whether the tour of duty was in the United States or abroad). and one NCO who apparently misinterpreted the question and indicated that his last command was "very good." The five Alaskan returnees were judged to be too few statistically to determine any effect an AAC assignment might have had on the respondents ' attitudes. Additionally. since AAC is more comparable to a continental U. S. assignment than a European or Asiatic tour of duty, it was felt that the five could properly be grouped with the eighteen for analysis purposes. Similarly. the other two replies were also included in this category since the principle objective of the prior comand analysis was to compare the differences. if any. between PACAF. USAFE. and other assignments on the attitudes of respondents. 111 Sixty per cent (nIJ-IS) of the NCOs were stationed at their current base prior to March 1968. Twenty-four of these NCOs ( 50 per cent) reported a change in their chief and/or director since that date. thereby. leaving only twenty-four NCOs who had served under the chiefs and direc- tors previously surveyed who were still working for the same individual. Nearly sixty-seven per cent (n=36) of the officers were assimed to their present base prior to March 1968: eighteen (50 per cent) indicated a change in their chief and/or director since that time. leaving only eighteen officers who were still serving under the same chiefs and direc- tors as previously surveyed. Based upon the foregoing. the conclusion was drawn that no contrast could be made between the attitudes of personnel influenced by the chiefs] directors previously surveyed and the attitudes of personnel not so influenced. Only 30 per cent (n=2l&) of the NCO sample and 33.3 per cent (rs-=18) of the officer sample could have worked continuously for the same chief or director previously surveyed. The time variable of one year wad have had an effect on the attitudes previously determined which could not be statistically calculated. This would have partially invalidated some of the limited comparable sample. Furthermore. the near unanimous perceptions of all respondents concerning their Security Police-commity relationships precluded forming amr meaningful conclu- sions from an analysis of such a limited sample. Only ten of the fifty-four officers (18.5 Per cent) and fourteen of the eighty NOOs (17.5 Per cent) reflected more time in the service than in the Security Police career field (except for short periods obvi- ously spent in basic training or in basic officer training). The range of officer experience in other than Security Police work was from 112 seventeen months to 17 .7 years (averagee6.1 years), while the range of N00 length of duty was from eleven months to 8.2 years (average=3.51 years). The limited number of personnel with non-Security Police mili- tary experience . the range of nonpolice length of duty, and the absence of survey questions to determine whether this experience was in a dif- ferent career field in the Air Force or the result of service in the Law, Navy. or some other branch of the Armed Forces (as well as whether this length of duty was in a police or nonpolice capacity therein). made analysis of the non-Security Police experience variable an impossibility. Three officers and one NOO reported more experience in the Secu- rity Police career field than active duty, thus , leading to the conclu- sion that they'had inactive reserve service. This factor is significant for any future research in the military and/ or Security Police. For example. Bailey reported the experience level of chiefs/directors to average 8.8 years and to range from one to twenty-nine years.2 Yet, his survey failed to consider the reserve time variable which could have Significantly altered his findings (the twenty-nine years of experience could have been the result of only seventeen years active duty and—as reported by one officer in this survey—twelve years inactive duty. Analysis of the respondents' active duty Security Police experi- ence revealed a significant difference in length of duty between chiefs. training officers. and training Nms. The training officers averaged but 5.13 years active duty Security Police emerience, ranging from eidlt months to 18.142 years. Only seven of the fifty-four respondents Zuni-1e: H. Bailey, ”National Survey of United States Air Force Directors/Chiefs of Security Police Attitudes Pertaining to USAF Secu- rity Police-Community Relations“ (unpublished Master's thesis, Michigan State University. East Iansing. Michigan. 1968). p. 110. 113 (13 per cent) had over ten years experience; whereas. six (11 per cent) were obviously second lieutenants with less than eighteen months expe- rience. The mining forty-one officers were primarily first lieuten- ants and captains inth eighteen months to 8.7 years active experience (five could have been majors. lieutenant colonels. or varrant officers by virtue of non-Security Police experience or reserve duty time). Of the eighty NCOs responding, only fourteen (17.5 per cent) had less than ten years Security Police length of duty. The range ins frail three were to 20.5 year- (everese-13.95 years). Only three M (W. “‘56. and AN) reported utilising both civilian and military Security Policemen: the remainingcaalnnds indi- cated the use of only military police personnel. Two bases reported the employment of civilian personnel only. but this as unique even within their cos-and. The most significant characteristic of the respondents us not ascertained until after all of the survey data had been analysed. How- ever. this characteristic warrants inclusion in this section of the chap- ter so as to present it in its proper location. as well as to preclude redundancy and (or) the presentation of meaningless data throughout the reminder of the report. For the lack of a more appropriate term. this characteristic can be labeled as “individuality. " Each respondent tendedtcreplytothesurveyitemsasanindividualufreeofmt influencing variables (albeit. the limited size of the sample could par- tially account for the low degree of correlation between variables). _ The characteristic of individuality as recognised than analysis of the data failed to reveal statistically significant causal or influ- ential relationships between the eleven independent and nine dependent variables mich were correlated and analysed. Specifically, little or 1115 no consistent trends appeared which were attributable to a (1) the respondents' amount of Security Police experience: (2) the respondents' prior cos-and assign-ants: (3) the sise of the Security Police mite; (ll) the Security Police units' mission orientation (security or law enforcement); (5) the type of Security Policemen utilized within the Security Police units (civilian, military. or military and civilian combined): (6) the base population! (7) the proximity of nearby civilian comunities to the bases; and (8) the population of civilian conunities adjacent to the bases. mile each of these variables appeared to exert some influences. in no case as a statistically simificant correlation observed nor was there a consistent pattern of influence. This charac- teristic of individuality has two significant implications. The foremost implication relates to research methodology. both in tens of the instant endeavor and in terms of other military sociological inmnries. In the absence of evidence to the contrary. the researcher concluded that individual Air Poms bases must be treated (in research) ' as individual communities. From this conclusion the lwpothesis is made that case studies. limited interviews, and similar research methods muld present any researcher with questionable results if an attempt were made to generalize the findings of the research. This conclusion and its hypothesis tend to validate the present research methodology as being more appropriate than had a limited case study been conducted. A secondary implication of this individuality characteristic relates to the theoretical inferences that may be drawn from the pre- vious conclusion. The nondiscovery of influencing variables in this research suggests that the attitudes reflected in the study have their genesis in the sociological concepts of subcultural association and 115 interactionism. Acceptance of this hypothesis succinctly tends to sup- port James Q. wilson's observations that policemen are influenced to a considerable extent by local politics and by the style of the individual police administrator. Subcultural associations and interactions would necessarily encompass influences by the base and ccmand hierarchy (the military equivalent to "local politics”) , the style of the individual chief or director of Security Police, as well as the style of the indi- vidual Security Policeman or Security Police officer (developed as the result of the em total of the individual's past experience and back- ground). This explanation also tends to illustrate the systems-like nature of behavior in organisations (discussed in Section 2 of Chapter IV). The human inputs into each organisation apparently interacted with the organisational inputs so as to result in individual outputs (see Figure 3. p. 77). In this case. the outputs were attitudes. Although empirical studies are necessary to prove this hypothesis. it serves the immediate purpose of explaining the noncorrelation of variables analysed within this study. This explanation is necessary as several of the var- iables would “logically" correlate with specific survey items. is pre- viously indicated. however. this tentative hypothesis must be qualified due to the null sise of the sample involved in the research. m _an_d_ conclusions. From the foregoing the researcher concluded that the chiefs and directors (with an average of 8.8 years length of duty). the training officers (with an average of 5.1 years experience). and the training 800s (with an average of 11+ years length of duty) represented three distinctly different subgroups in the over- all Security Police social system. Differing not only in rank level (senior officers. Junior officers. and senior NCOs) and in experience. 116 the subgroups also vary by educational level. The NOOs, for the most part. are limited to high school educations. The junior officers gener- ally possess at least a bachelor's degree. and the chiefs and directors average something less than a college degree (but more than a high school diploma). This variation in educational level. although not measured empirically, exists due to the differences in recruitment policies between officers and NOOs and due to the different policies that have existed through the years. For ample, many senior officers were able to obtain a comission at a time when officers were required to possess only a high school diploma; the more Junior officers have obtained their commissions subsequent to the requirement for a college degree for com- missioning. Similarly. mamr Nms entered the service when less than a high school education was necessary for mlistment; many have since attained some college. In general. however, the educational level would relate inversely to experience. The NCOs responding were responsible for training approximately 14,071 Security Policemen, while the officers were accountable for training about 10.358 Security Policemen. Approximately 16,188 (35.2 per cent of the total Security Police force of 146,000) were influenced by an officer. N00. or both, responding to this survey. Of this nunber, about 5,329 (33 per cent) were engaged in law enforcement duties as opposed to security duties: albeit. this fluctuated by comand. 3 None- theless, the significance of the remaining data is enhanced, in that the attitudes and data expressed herein affect a significant percentage of 311m following percentages of Security Police personnel perform law enforcement duties: (1) ADC-27.895; (2) inc-71%: (3) area-67%; (a) ‘Tc‘75eéfii (5) “0.60%; (6) “0-15%, (7) “6-310”, ‘nd (8) other-33.3%] 117 the total USAF Security Police social system and in that a simificant portion of these personnel are engaged in law enforcement duties. Due to the noncorrelation of most variables, the remainder of this chapter will present data primarily by command and rank responses. The researcher concluded that such a presentation would convey more mean- ingful data than if only total responses were indicated. Comand and rank were selected for discussion since these variables reflected the most consistent and statistically significant variables. The other var- iables will be consented upon only where appropriate . III . ATTITUDE-'5 PERTADIING '10 1113 OVER-ALL TRAINING PlDGRAM Perceived immrtance 21; training. The respondents were virtually unanimous in voicing their opinion that extensive and intensive training is essential in developing effective, professional Security Policemen. Only one N00 and one officer from 132 total responses (1.5 per cent) reflected disagreement with item five of the questionnaire. is noted in Table III. both of these individuals were assigned to the same command: conbined, they reflected 15.14, per cent (m2) of the total ADC replies (m13). Due to their differences in bases. years of experience, and prior comand assignments (one from a USAFE base, the other from a OONUS base), no significance was attached to their deviant responses. Both individuals could have marked erroneous replies on their survey instru- ment. This seemed more likely in the case of the N00 whose responses to adjacent questions were all disagreements with the statements. The pat- tern of the officer's replies may well have indicated that he perceived only minimal training as necessary for Security Policemen. 118 Reflecting an intense conviction that training is important in the professional developnent of Security Policemen , forty-nine (62 per cent) of the N608 (M9) and over 75.4 per cent (nelIO) of the officers strongly agreed with the statement. Air Training Command personnel appeared to feel strongest about the importance of training. This could be due to the nature of that comand's primary mission (which is train- ing). The other comnds showed no statistically significant variance. TABLE III NUMBER OF RESPONDENTS AGREEWG/DISAGREEWG THAT TRAINING IS IMPORTANT Nms W OFFICERS Strongly Agree Disagree Strongly Agree Disagree Agree ' Agree ADC 5 1 1 lb 1 1 AFLC 4 1+ 0 3 0 0 AFSC 1 2 O 2 o O ATC 11 3 O 11 1 0 MAC 2 2 O 1 1 O I"SAC 15 10 O 9 6 0 TAC 1o 6 o 9 2 0 OTHER 1 1 0 r 1 1 O T m “9 29 1 no 12 1 ° 62% 36.7% 1.3% 75.5% 22.6% 1.9% :==.....--—-___—_=t_ If *One nonresponding NCO and one nonresponding officer Since AFLC and AFSC NCOs ranked among those reflecting the least strong attitudes toward the importance of training and because both of these commands also reported the utilization of civilian Security Police- men , it appeared that there might be a correlation between the utilisation 119 of civilian Security Police personnel and the perceived importance of training in the professional development of Security Policemen. All. five of the AFLC and AFSC respondents expressing the strongest belief in the importance of training also reported the use of both civilian and military personnel. Of those only agreeing (but not strongly agreeing) with the survey item. tee reported the utilisation of civilian personnel only. one indicated the use of military only. and three revealed employ- ment of both military and civilian personnel. Hence. no significant cor- relation existed between attitudes toward training importance and the utilization of civilian Security Policemen. The MAC. SAC. and “other” respondents who also expressed nnld agreement did not report the use of civilian guards: no other variable explained their weak response to the item. Only about fiftybseven per cent of USAFE returnees strongly agreed with the survey item. thereby. reflecting a possible lack of emlmasis within that command on training. The USAFE returnees were dis- tributed throughout the OONUS conmands in such a manner as to make any conclusions conceming this influence problematic . Perceived effectiveness of the training pro gram. Contrary to the researcher's preliminary hypothesis. the majority of the respondents expressed a generally favorable opinion of the current Security Police training program. As reflected in Tables IV and V, nearly 57 per cent (nu-30) of the officers (us-=53) and nearly 70 per cent (n=55) of the 11608 (W9) responding to item one of the questionnaire expressed the opinion that the current Security Police training program is generally effective in developing professional. competent Security Policemen. Nonetheless. less than 9 per cent (n=7) of the N008 and less than 4 per cent (m2) of 120 the officers strongly agreed with the questionnaire statement . thereby. reflecting some dissatisfaction with the training program. TABLEIV FAVORABLE ATTITIDES IOWARD EF'FEflTIVEiESS OF SEUKITY POLICE TRAINING PROGRAM CURRHNIT COM-1WD Total Responses 7 I 6l813L3i211u|1zl ul 2E5|15116111l 2| 2 18 16 14 12 erg, 75% 1o 8 6 122g ‘* $21?“ 2 5L. O 2 2 N O N O * c o. *N = NCO: O an Officer MAll command respondents disagreeing reported the use of civilian Security Police personnel By command. the responses ranged from zero to 100 per cent. ADC personnel. as a command. indicated general dissatisfaction with the training program the other extreme deviations from the average were reflected in comands with statistically insignificant numbers to form valid conclusions. The respondents reporting the utilization of civil.- ians were no less enthusiastic with the effectiveness of the over-all 121 program (eleven of the seventeen total replies indicating the use of civilians were favorably disposed towud the training program). Simi- larly. an analysis considering prior oomand assignent revealed no sig- nificant pattern which muld influence the responses or over-all impres- sion. The officers. however. did appear to expect more in the training program than the Male: six officers strongly disagreed with the survey item. whereas. only two strongly agreed: of the N003. seven strongly agreed but only four strongly disagreed. TABLE V ATTITIDES TOWARD H‘FBL‘TIVENW 0F TRAINING PIOGRAM BY PREVIOUS COMM!) ASSIGNMENT NOOs OFFICERS Favorable Total Favorable Total Attitudes Responses Attitudes Responses CHER 18 (75%) 21" 22 (59.5%) 37 115m 10 (62.57%) 16 a (57.1%) 7 mm 27 (69.2%) I 39 1» (411.11%) 9 From the analysis of this item the conclusion was drawn that a majority of NCOs and officers are favorably disposed toward the training program, but most of those so disposed perceive some weaknesses. With over 91 per cent (1:71) of the N003 (n=78) and over 96 per cent (n=50) of the officers (r1352) who had indicated favorable attitudes toward the program expressing £193 dissatisfaction and with over 31 per cent of the Nms and over 1&3 per cent of the officers M dissatisfied, the ob'Vious conclusion to be made is that there are some perceived weaknesses in the over-all program. 122 So long as there is significant reservation concerning the effec- tiveness of the training program. it behooves H; 0851'“ to seriously stew the problem in an effort to improve upon or to eliminate those undesir- able features of training. particularly if any effort to enhance conu- nity relations is entertained. It is generally assumed that a favorable cc-unity relationship is founded upon professional service . which can only be attained through professional training. The foregoing conclusion as substantiated by analysis of the replies to item twenty-two of the survey instrument. Thirty of the fifty-four responding officers (55.5 per cent) perceived sons or a lot oftheirtrainingtimessbeing spentinteachingmaterial thatseeued unimportant. Thirty-six of the eighty responding NOOs (105 per cent) shared this opinion. is reflected in Table VI. there we no statistically significant variance by current cannot! or by prior sound sssigr-ents. Similarly. the utilisation of civilians. the length of service. and other vsrinbles appeared to be negligible influencing factors. Homver. there no little or no direct relationship between attitudes generally favorable toward the overall training program and perceptions concerning tasted teaching efforts. Of the fifty-three officer respondents. twenty-eight (52.8 per cent) reflected agreement (but not strong agreement) with item one of the survey. This compared with thirty officers (55.5 per cent of the replies) who indicated that they spent some or a lot of their training time teach- ing material they perceived of as unimportant. On the other hand. only fifteen of the twenty-eight (53.6 per cent) showed a relationship. Of the seventy-nine NCOs responding. forty-eight (60.8 per cent) reflected agreement (but not strong agreement) that the training program 123 TABLE VI PERCEPTIONS OF WASTED TRAINING TIME CURRENT COMMAND A Lot Some A Little Almost None ADC 2 1 1 3 mo 2 2 2 2 AFSC o o o 3 ATC 1 7 2 4 “CO mo 1 1 1 1 SAC 6 4 9 7 no 2 7 2 5 OTHER 0 o 1 1 we ? 1 2 2 1 AFLC i o 1 2 o AFSC é o 2 o o ATC L 2 3 2 5 OFF MAC ; o o 1 1 sac F 3 7 2 a TM: 1 7 3 0 own 0 1 o 1 , PRIOR commn OTHER 3 9 7 6 NCO PACAF 7 12 6 1a USAFE , 4 1 5 6 01mm 6 17 8 7 OFF PACAF 1 1+ 2 2 USAFE o 2 2 3 nco 11+ 22 18 26 TOTAL 17.5% 27.5% 22.5% 32.5% OFF 7 23 12 12 13.073 42.6% 22.273 22-275 12h is generally effective. On the other hand. only nineteen of the fortyb eight (39.6 per cent) showed a direct relationship with wasted teaching effort. . This lack of relationship between wasted instruction and general satisfaction with the over-all training program.1ed to three possible hypotheses: (1) training concentrates on perceived important subject matter in spite of what is officially prescribed. (2) perceived inade- quacies in the training program.are due to quantitative rather than qualitative reasons. and (3) dissatisfaction with the program resides primarily'in the technical school or in the career development course as opposed to the unit training programs. Separate analyses considering the amount of Security Police experience. the sise'and.mission of the unit. and the utilisation of civilian.versus military personnel revealed no statistically significant variation in the patterns thus formed. The two primary conclusions derived from.the analysis of these items were: (1) status (enlisted versus officer) is a more significant variable than experience in attitudes toward the importance and effectiveness of training. and (2) the other variables considered did not have a signifi- cant effect on the individual attitudes. Perceived.statg.2§.training. Reacting to item.twenty~one. over 60 per cent (n34?) of the seventy-eight NCO respondents and over #6 per cent (11:25) of the fifty-four officer respondents voiced the opinion that. in general. the Security'Pblice are trained very well (see Table VII). More important. however. a significant minority of both the NCOs (33 per cent) and the officers (hh'per cent) expressed the belief that the Security Police are either trained poorly or not so well. Addition- ally. the conclusion was drawn that the NCOs. who had indicated greater 125 TABLE VII PERCEPTIONS OF HOW WELL SEURITY POLICH’II‘I‘J ARE TRAINED CURRENT COMMAND Very Well Not So Well Poorly Undecided ADC 1 u 2 o AFLC 3 3 O 1 AFSC 2 1 O O L N00 ATC 9 3 O 2 MAC 4 O O o SAC 17 5 1 2 TAC 9 6 1 O : OTHER 2 O o 0 ADC 1 2 3 O AFLC 2 1 O O AFSC 2 o O o I ATC 1+ 5 1 2 OFF MAC 1 O o 1 SAC 9 5 1 1 TAO a 5 1 1 F OTHER 2 O o O f PRIOR COMMAND OTHER 1!» 5 3 3 N00 PACAF 22 13 O 2 USAFE 11 u 1 O I OTHER 16 14 3 5 OFF PACAF 6 1 2 o USAFE 3 1 O : NCO 47 22 if 5 mm 28% 5% 6% OFF 25 18 6, 5 46% 33% 1193 9% 126 satisfaction with the training program than had the officers . were also less critical of the state of training. The command analysis. though showing considerable variation in attitudes . revealed a significant cor- relation with comand attitudes toward the training program. ADC per- sonnel. who were generally dissatisfied with the training program. also held low opinions of how well Security Policemen are trained. Similarly. the other comand responses tended to duplicate the attitudes reflected toward the effectiveness of the training program. Analyses by amount of experience. use of civilians. and Security Police unit characteristics did not reveal significant influencing factors. The data obtained in response to item six of the survey was designed to ascertain attitudes concerning the scope of Security Police training. Only thirty-one of seventy-nine (39.2 per cent) NCO replies and eighteen of fifty-three (#0 per cent) officer responses agreed that most Security Policemen throughout the Air Force are well trained in most facets of Security Police duties. Only one officer and four NCOs strongly agreed with the survey item; one officer and nine rims strongly disagreed. No statistically significant differences were noted by command of current or prior assignment. but again the officers were more critical than the 11008 in their attitudes toward the state of training. Addition- alh'. dissatisfactions were more strongly felt than were satisfactions. Less than 13 per cent (ne?) of the officer replies and slightly more than 26 per cent (n=21) of the NCX) responses to items six and twenty—one failed to correlate. thereby. leading to the conclusion that the dissat- isfactions expressed toward the state of training were validly expressed criticisms. ' 127 Satisfaction £29311, technical 3%. Since the overwhelming majority of 13008 and officers reflected attitudes recognising the impor- tance of training. but also revealing a sigtificant amount of dissatis- faction either with the training program or with the state of training. the questionnaire items concerning the basic technical school and the career development course assumed added significance. Item twenty-three was dosimed to measure the respondents ' percep- tions of the adequacy of the basic technical school. As portrayed in Table VIII. the majority of NOOs (70 per cent: 11:56) and officers (56 per cent; 11:30) perceived the school as being in need of expansion. Only 14 per cent of the NOOs and 13 per cent of the officers rated the school as poor. Nonetheless . the relatively few respondents who reflected complete satisfaction with the school appeared to explain a significant portion of the dissatisfaction expressed toward the over-all training program. TABLE VIII PERCEPTIONS OF ADMUACI OF TWICAL SCHOOL EXCWT BASICALLY FAIR BUT POOR OTHER RESPONSE GOOD LIMITED ‘10 TOTAL SECURITY NCO 4 (5%) 56 (7013) 3 (’4) 11 (14$) 6 (873) 80 OFF 1 (2%) 30 (56$) 8 (15%) 7 (13%) 8 (15%) 9+ Although a majority of the N008 and officers rated the school as basically good and in spite of a lack of correlation in attitudes with comand assignment. length of Security Police experience . and the utili- zation of civilian guards or policemen. significant information was 128 derived from the unsolicited conments of twelve officers and thirteen NCOs. These respondents offered statements on their questionnaires which reflected dissatisfactions with the school other than its brevity. The comments from SAC personnel tended to project a concern in terms of that conmand's primary mission: 11 need for more training in security duties. coverage of missile security functions. and more coverage in accord with the doctrine 'of SAC (As one NCO noted. the school is "not compatible with SAC. ") . From his personal acquaintance with the school . one officer claimed that he was "convinced that its instructors are the scum of the Air Force wallowing in their own incompetence.” An NW also shared this opinion. but used less vivid terminology. The opinion was expressed by three other individuals that all Security Policemen should attend the school rather than only 50 per cent. It was suggested by one officer that the Air Force revert to utilizing the Am Military Police School. Several respondents expressed the belief that the school should not be expanded since the uniqueness of comand missions dictates exten- sive unit training. regardless of what is taught in school. Finally. four individuals felt that the school needed to provide more realistic and practical training and less classroom instruction. while four others reiterated the belief that the best improvement would be an expansion. From the above it was concluded that the USAF Security Police recruit school suffers from the same criticisms levied by the Crime Com- mission and other literature toward civilian police recruit training (i.e. . training is too brief. instructors are incompetent. obsolete teaching methodology is employed. and irrelevant subject matter is twain) . 129 Attitudes concerning _t_h_e_ Q. A majority of the N005 and officers responding to item two of the questionnaire agreed that the current Secu- rity Police career development course is generally adequate in developing professional. effective Security Policemen. No statistically significant deviation was noted by command: although once more. the officers were more critical than the Nms (see Tables IX and X). Additionally. the extreme eacpressions of dissatisfaction were more prevalent than were extreme expressions of satisfaction (five NCOs and officers strongly agreed with the survey statement; nine strongly disagreed). TABLE IX PEEEPTIONS OF ADEQUACY OF CAREER DEVEIDPM'NT COUmE GENERAILY ADEQUATE TOTAL RESPONSES NCO 118 (61%) 79 OFF 28 (53%) 53 The data reflected in Table IX was strongly supported by the responses to item twenty-four (see Table X). Although only a small per- centage perceived the course as being excellent. 66 per cent (11: 52) of the NCOs and 55 per cent (11:29) of the officers concurred with the item option that the course is "basically good but needs to be eacpanded. " The seventeen opinions written in response to item twenty-four closely correlated with the opinions included for question tm: specifi- cally. the course: (1) contains obsolete material. (2) does not explain the material. (3) lacks positive control over examinations. (4) needs to treat security duties in more depth. (5) should be developed as a study 130 text rather than a mere reproduction of manuals. and (6) does not cover the entire specialty. TABLE I PERCEPTION 3 OF ADmUACY OF CHI-QUESTION 21+ EXCELLEJT GOOD GOOD FOR POOR ‘ WASTE OTHER SECURITY ADC NCO O 5 O 1 a 1 0 OFF O a 1 1 O O AFLC NCO 1 7 O O O O OFF 1 r O 1 1 1 O O AFsc NCO 1 O o 1 O 1 OFF 0 2 O 0 4 0 0 ATC NCO O 9 1 1 2 1 OFF O '6 a O 1 O MAC NCO O a O O i O 0 OFF . O 1 O 1 O O SAC NCO O 19 2 O 3 2 OFF ‘ 1 10 O 1 1 3 TAC NCO 1 7 2 2 2 1 OFF 1 a 1+ O o 2 OTHER NCO 1 1 O O o 0 OFF 0 2 O O O 0 N00 4 52 5 8 5 5% 66% 6% 673 10% 6% TOTAL OFF 3 29 1O 4 2 5 6% 55% 19% 8% id 9% Eamibiting a desire to enhance the professional development of Security Policemen. forty of fifty-two officers (7? per cent) and sixty- five of seventy-nine NCOs (82 per cent) responding to item four agreed that they would favor a greatly expanded version of the career development 131 course. Barty-one of the sixty-five agreeing NOOs (118 per cent) and eleven of the forty agreeing officers (28 per cent) expressed strong agreement: one N00 and two officers strongly disagreed. The only group which reflected a significant deviation from the over-all norm was the ADC NCOs (four of seven disagreed with the survey item). It was per- ceived that the size of the Security Police unit. the unit's primary mission (law enforcement versus security) . and the use of civilian per- sonnel might be influencing variables on the replies. However. these factors proved irrelevant. This overwhelming agreement that the CDC should be revised and expanded further explained a significant portion of the dissatisfaction expressed toward the over-all training program and enhanced the impor- tance of item three. Since the personnel reflected a desire to revise the course. this would. in and of itself. tend to increase their recep- tivity to the idea of adopting a programsd text. Conversely. since they were interested in improving the course. they would also tend to critically evaluate any proposed change. Table 3 reflects the respondents ' receptivity to the conversion of the correspondence course to programed texts. As illustrated. fifty- six per cent (Tr-r73) of the total respondents (nel31). replying to ques- tion three. voiced approval of the suggestion. Only 36 per cent (n=1+7) disapproved of such action. The remainder (n==11; 8 per cent) did not know or did not voice an opinion. As can be seen. the officers were somewhat more receptive to the idea of a programmed correspondence course than were the N008. Comand assignment did not simificantly influence the responses although SAC and AFSC NCOs showed a greater inclination than the over-all average and TAG 132 13008 were predomimntly negative toward the idea. However. the responses from the officers did not mirror this pattern. TABLE XI RECEPTIVITY '10 PMGRAIMED COURSE MATERIAL APPR'JVED DISAPPmVEl) UNKNOWN N00 43 (51%) 31 (39%) 5 (6%) OFF 30 (58%) 16 (31%) 6 (12%) SM and conclusions. The data analyzed within this section has revealed that comand assignments are not a statistically siytificant variable on attitudes pertaining to Security Police training. The use of civilian Security Policemen. length of Security Police experience. and characteristics of the Security Police units also appeared to be generally irrelevant variables. The most significant variable exhibited was in the difference in attitudes of officers versus the attitudes of NOOs. Offi- cers tended to expect a better training program than the N003. Similarly. the officers displayed less satisfaction with the existing state of train- ing than the NOOs. ' Both the officers and N008 seemed basically satisfied with the technical school and with the correspondence course but desired improve- ments in both (in terms of more relevant material. more material. and better instructional methodoloy). In the case of the CDC. there is sig- nificant receptivity to converting the course to a programed text as advocated by Mathias (see Chapter II. pp. 117-48). 133 IV. (IMMUNITY RELATIONS TRAINING DATA Nearly 92 per cent (nu-122) of the 133 respondents to. item eight reported that they emphasise good comunity relations throughout their training programs. As indicated in Table III. the range of command replies varied from 67 per cent (AFLC officers) to 100 per cent. Inter- estingly. the data reflected by AFLC personnel. a command employing civilian policemen. directly refuted the researcher's original hypothesis that bases utilizing civilian guards would reveal more concern with com- munity relations than those bases utilizing only military personnel a nose bases not emphasising community relations were not explainable by any variable analyzed: primary mission. size of Security Police unit. base population. or proximity to adjacent civilian commities. Admin- istrative style (see Chapter II. pp. 26-27) appeared to be a possible explanation for the lack of emphasis. On the other hand. in reply to item nine only 23 per cent (11:30) of the respondents (n-133) claimed that they conduct specialized classes in community relations (see Table XIII). Contrary to the researcher's original hypothesis. former USAFE personnel were not a significant number of those respondents conducting specialized courses emphasising effecting good comunity relations. Once again. the only variable explaining the presence of specialized classes in some units and the absence of such classes in other units was that of the style of the individual adminis- trator (or "local politics”). Primary mission. base population. proxim- ity to adjacent civilian commmities. and size of Security Police unit were noninfluential variables. All of those respondents not emphasising comunity relations throughout training (n=11). also indicated that they do not conduct 134 mm REPORDEJTS WC: COMMUNITY REIATIONS mmmmu'r TRAINING PIDGRAM oomn AND sums has" NO ‘W JNHOOL 7‘ O 1 OFF 6 o , 5"" “5° 6 29 5 I w OFF 2 7 1 , We 6" 4 OFF 2 0 _TA 7160 11» o 93.“; 12 0 MAC moo 3 (73$) 1 OFF 2 O ‘Wc W9 __Tl , OFF 16 o , ”TE Foo W‘— 3 . OFF :2: (82%) 2 0mm N00 0 OFF 2 O I"100$ except as indicated ms nu RESPONDFN rs oomnoo'rmo SPECIAL cusses m comm muons comm) AND sums ms NO 1 we NCO 1 (111%) 5 + OFF 1 1 . m0 2' {7% " . OFF 0 ' wm—q 1 AFSC NCO ”‘T+%*+ . 4.5.!“ W 1 * ”TA N00 2 1 OFF 4 8 ‘ mo N60 2% 2 ‘ OFF 0 (0% 2 , We 1; Elk—Th OFF 2 1 1 ""m' moo“— I; 6% "'1?" OFF 4 (fig 7 *—O""mFR""" ""'""N"':oo 1 ( 1 OFF 1 1 ‘ 135 specialized training classes in.community relations. Those respondents conducting specialised classes (11-30). all claimed to also emphasise community relations throughout training. thereby. revealing a nearly perfect statistical association. This led to the conclusion that the mere presence of specialised.classes in.community relations will influ- ence the emphasis given commmnity relations throughout the entire tninins program. .As Table XIV depicts. 57 per cent (thirty-one out of fiftybfour) of the officers and 63 per cent (fifty'of seventyhnine) of the NCOs (61 per cent combined) expressed.a need fer*material in their training pro- grams concerning police-community relations. TABLE.XIV PERCEIVED NEEDIFORHADDITIONAL COMMUNITI'RELAIIONS TRAINING HITERIAL comm um sums us no "'11? 1556 6 1 OFF ‘ OFF 2 1 W *2 1'— OFF 2 o _W W '7“ 7 OFF g h""""""1~mc NCO % OFF 2 O W E if 1"“3 “— OLF Z + no mo 11; , OFF 7 1. m 1 1 OFF 1 1 As noted. however. the command range in response to item ten.was great. Sac. for example. had less than 50 per cent of its officers and 136 NCOs express a requirement for such material: conversely. 78 per cent of the TAC respondents perceived such a need. There were two possible hypotheses derivable from this data: (1) sac. by virtue of its predom- inantly security mission. is unconcerned with training its personnel in oommity relations; vhereas. TAG. with a significant portion of its per- sonnel engaged in law enforcement duties. is concerned with providing such training; or (2) SM: has developed its on training material. themes. TLC has not. In either case. the obvious conclusion is that liq Wins failedtoprcvide the fieldwithadequate trainingmaterialin co-unity relations stbjects. This conclusion is supported by the data presented in Table IV. wherein the respondents. in replying to item eleven. indicated subject matter tangit in their training programs. TABLE XV RESPONDEITS PEVIDING INSTRWTION IN VARIOUS SIBJETS : I F: SUBJET Rm Pm CENT 1- 1 Individual human behavior 69 i1.'___*‘ . 2 Interpersonal relations hf % ’ 3 Hman relations ‘ 33 5 fl . ll» Semantics for Security Policemen . fl % , 5 Police-minority group relationships ‘ 2: 6 Civil rights 51 ‘11 l 7 The socialising process ‘ f1 8 , 8 The American culture ‘ 11 3 9 Public relations 85 61*? 10 mglish usage 110 E 11 Security Police appearance. bearing. behavior. and ethics ‘ 131 g" 12 Handling of disorderly conduct cases ‘ * l 13 Handling of domestic couplaints H1 33"“ *Nunbers utilised in lieu of subject title in Table XVI "Reflects subjects taught by over 5093 of respondents *“Reflects subjects tamt by over 80% of respondents 137 As depicted in Tables XV and XVI. 98 per cent of the respondents indicated devoting some amount of training to Security Police appearance . behavior. and ethics. thereby. reflecting a concern with the Security Police image. Instruction in pdalic relations vms conducted by eidlty-two respondents (61 per cent). while 51 per cent (nu-68) offered training in hIman relations. Yet. a significantly fewer number reflected the con- duct of training in areas vhich enhance public or hmmn relations-n-such as police semantics. English usage. intergroup relationships. and inter- personal relations. From this analysis it appeared that Security Police- men are not equipped through training to enhance their relationships with their commities. especially the minority group numbers thereof. Although not determined empirically. it can also be presmed that Secu- rity Policemen are not equipped through academic education to enhance these relationships since little or no selectivity is exercised in recruiting personnel into the Security Police corp. Replying to a separate open-ended item. nine respondents (four officers and five NCOs) indicated subject matter. other than the thir- teen areas listed in Table IV. taught by them which they perceived of as influencing comnity relations: (1) disaster action. (2) civil dis- turbance. (3) riot control. (it) psychology. (5) use of drugs/narcotics. (6) honors and ceremonies. and (7) Jurisdiction. One officer pointed out that ”there are a nunber of subjects which could be taught and that muld be a mrthwhile endeavor; however. there is not enough _ti__m_g_ to accomplish the fission and proficiency training other than cutting into off-duty time.” 133 TABLEXVI comm RESPONSES INDICATING INSTRUCTION IN THE VARIOIB SIBJET MATTER REFORTE IN TABLE IN AN AFLC AFSC ATC MAC SAC TAO OTHER OFF NW OFF NW OFF NW OFF NW OFF NW OFF NW OFF NW 2 2 1" \OWV fitnFWDNt-fi *Subject nubers refer to topics listed in Table 1". m 95 conclusions. From this data the conclusion was drawn that training in comunity relations subject matter is limited within the USAF Security Police. The majority of such training is devoted to public relations. not community relations. This finding implies that Security Policemen are not equipped through training to enhance their contacts with the publics they serve. This conclusion is similar to the findings of Hayley and Mendelsohn (see Chapter II. p. 37) and of the [Corner Com- mission which reported that civilian police are net equipped by training or education to cope with citizen contacts . particularly with minority group members. and that most cos-unity relations efforts are. in reality. public relations rather than community relations efforts. 139 V. COMMUNITY RELATIONS PRWRAMS DATA Previous research revealed that over 72 per cent of the Security Police chiefs and directors had conducted comunity projects during the preceding year.“ However. no attempt was made in that research endeavor to ascertain the nature or extent of those undertakings. The present study attempted to develop a list of current projects (which can be pre- sumed as indicative of the previous undertakings. thereby. validating the implications of the earlier finding) and to determine the extent of comunity relations programs within the Air Force. Forty-six per cent (ml-36) of seventy-nine N008 and 58 per cent (rs-=31) of fifty-three officers claimed a moderate as opposed to a vigor- one program aimed at improving community relations. Of 132 total replies to item eighteen. ninety-seven (73 Per cent) indicated either a moderate or vigorous program as depicted in Table XVII. Former USAFE NCOs tended to reflect extreme feelings (i.e. . they perceived either an absence of ' or a moderate commity relations program)! however. this belief was not shared by former USAFE officers. No other differences were noted in the analysis by prior comand. The utilization or nonutilisation of civil- ians appeared irrelevant. as did base population. proximity and popula- tion of adjacent communities. size of Security Police unit. and primry mission. Once more the researcher deduced that administrative style was the most probable influencing variable. The respondents were also requested to specify any projects or drives initiated in the past year to help or improve the military or civilian comnities or parts thereof. Twmnty-seven of fifty-four “Belay. 22. 213.. p. 113. 114-0 (50 per cent) officers and fortybfour of eighty (55 per cent) NOOs either did not respond to question tmty or else indicated that their units had not conducted any projects. The remaining listed a wide range of activ- ities. some of a commity service nature and others primarily designed to enhance the Security Police image. A list of these activities is con- tained in Appendix D. W XVII RESPONDENTS ' PEEEPTIONS 0F COMMTY RELATIONS momma vmoaous mnmrs LITTLE on NONE ADC 1 3 4 2 2 1 AFLC o o 3 2 5 1 use 1 1 1 1 1 0 MC 4 3 7 7 3 1 me o o u 1 o 1 SAC 10 4 1o 9 5 3 no 2 1 6 8 a 2 omen o 1 1 1 1 moo on? N00 OFF moo OFF Since approximately one-third of the chiefs and directors expressed a need for liq USAF guidance in effecting good relations with the commities they serve. a comparative analysis of this perceived need was conducted between the chiefs. junior officers. and NCOs. The results (in response to item seven) are compared in Table XVIII. As can be seen. the training officers tended to share the attitudes previously expressed by chiefs and directors. However. the NOOs failed to show the same concern. Table III reflects the number of replies by command. 141 TABLE XVIII PERCEIVED NEED FOR USAF GUIDANCE 1D ENHANCE comm: RELATIONS‘ MILITARY wMMUNITY CIVIIJAN COMMUNITY POLICE COMMUNITY CHIEFS 31 (33%) 32 (35%) 28 (30%) TNG OFF 20 (37%) 16 (30%) 14 (26%) me N00 11 (1%) 11 (11173) 14 (18%) *Data for chiefs/directors obtained from Bailey. 22. git. . Table II. p. 122. TABLE m COWAND NEED FOR USAF GUIDANCE 'l‘O MOE (DMMUNITY RELATIONS lMIIITARY COMMUNITY CIVIIJAN COMMUNITY POLICE CONNITY NO YES NO YES NO YES ADC 6 5 1 1 6 it 1 2 5 it 2 2 AFLC 1+ 2 lb 1 7 2 1 1 6 2 2 1 AFSC 2 2 1 O 2 1 1 1 3 2 O O ATC 11+ 7 O 5 13 8 1 lb 13 8 1 4 MAC 1+ 1 O 1 3 1 1 1 2 1 2 1 SAC 23 11 1 5 23 11+ 2 2 23 13 2 3 TAG 12 l} 4 7 12 6 4 5 11 8 5 3 OTHER 2 2 i O O 2 2 O O 2 2 O O NCX) OFF N00 OFF NCO OFF NCO OFF IOO OFF NCO OFF m and W. The conclusion derived from the data presented herein was that most Security Police units do not. in fact. have a vigorous community relations program. Of those having extensive activities. the efforts tend to be as much public-image oriented as 1le connunity relations oriented. This conclusion is in agreement with the findings of the Kerner Comission pertaining to many civilian police agencies. In addition. though officers tend to be concerned with effecting better calamity relations . this attitude apparently is not equally shared by N008. VI. PERCEPTIONS OF RELATIONS WITH VARIOUS OOPMUNITIES Civilian police. Perceiving an excellent relationship with the civilian police comunity all but four N003 and one junior officer failed to disagree with the statement. 'W Security Police unit has a poor rela- tionship with the civilian police.” This data is enhanced by the fact that only one officer and two NOOs failed to indicate frequent contact with the local police (item fourteen). The absence of frequent police interactionisn could be indicative of a poor Security Police-civil police relationship. Further. the lack of such contacts would serve to invali- date the perceived relationships expressed in response to item thirteen. Supporting the data portrayed in Table XX. only seven out of seventy-seven Rule (9.1 per cent) and five out of fifty-four officers (9.3 per cent) responding to item 19c expressed the belief that their Security Police unit as regarded by the local police as “not too compe- tent as a law enforcement unit.” Nearly 91 per cent (tr-70) of the N003 and over 87 per cent (m4?) of the officers perceived the local police as holding their unit in favorable esteem (see Table XII). This compared with over 93 per cent of the chiefs who perceived the local police as evaluating their Security Police as being as good or better than the local pol1ce.5 SIbid” Table XVIII. p. 128. 143 TABLE xx PEIEEIVED POOR RELATIONSHIPS WITH THE CIVILIAN POLICE" COMMAND STRONGLY DISACRFE/DISACREE mm. RESPONSES AND STATUS (100% except as indicated) NCO 7 7 ADC OFF 2 2 CHF 1 1 N00 7 (87.5%) 5 AFLC OFF 2 (66.7%) 3 N00 3 3 use OFF 2 2 9111" 4 4 N00 13 (92%) 11* Arc OFF 12 12 CHF 15 1 NCO 4 ’7} MAC OFF 2 2 C11!“ 6 6 N00 W 2? aAC OFF 16 16 cm? 2 25 NCO 13 (92%) 14 no OFF 11 11 CHF +-—--mo 3 %—~ 0mm OFF 2 2 CHF 5 5 *Data for chiefs/directors obtained from Bailey. 93. g_i_t_. . Table VIII. p. 125 Militag comunifg. A somewhat less enthusiastic response (but still highly favorable) was received in reply to the questions (15 and 19a) concerning Security Polioe-sdlitary comunity relations. In every comand at least one respondent agreed that his Security Police unit had a highly unsatisfactory relationship with the military community (see Table XXII. p. 145): however. nearly 87 per cent of the respondents per- ceived their units as being held in favorable esteem by the military commity (see Table nan. p. 146). The chiefs and directors reflected 1104 TABLEXXI PERCEIVED ATTITIDE OF IDGAL POLICE TOWARD SECURITY POLICE comma) NOT TOO As soon 13 A GOOD LAW mom: NOT A LAW AND sums CONFFIFNF ANI MP UNIT momma: CONPFIEN'I menswear UNIT UNIT ADC NCO O 2 2 3 0 OFF 1 L 2 2 O WW ""1 1 3 3 O ' OFF 0 1 1 o 1 _ W“? 1 I: 1 1"— OFF 0 o 2 O O W O 3 9 2 O OFF 1 O 6 g: o WNOO” 'T O O 2 0 OFF O _95 L 1 0 WM ”"""‘5 3 10 T 0 OFF 1 1 6 a o . Wfi' 2 to E “46"“ OFF 2 2 O WNCO o O “3 o o . OFF .0 o 2 o o 145 TIBLEnxXII momma POOR RELATIONSHIPS mm mm comm!" COMMAND srmNCLI mass/matures mm RESPONSE" AND STATUS (100% except as indicated) N00 7 7 ADC OFF 6 6 CHF 14 16 7100 I“ 7 .5 3 AFDC 2:11: 1 (33.3%) 43 NCO m 3 use OFF 2 ) 12‘ CHF N'C'O 13 (9§.%) 1!? AFC OFF 9 (75.0%) 12 , CHF 1 - 1 —"'Too MAC OFF E 8 1%) 2 , CHF 0 CO 15' (72.0%) if; no OFF 15 (93.8%) 16 CHF 26 26 ""'"“Too 12"(7' 5' E) 16 no OFF 9 (81.8%) 11 on: £65.”) 14 NCO 2 2 OTHER OFF 2 2 CHF 5 5 ;j;_ *Data for chiefs/directors obtained from Bailey. 22. git. . lele XIV. p. 125 “Five did not know 1116 TABLE XXIII PERCEEVED ATTITUDES OF MILITARY COMMUNITY TOWARD SECURITY POLICE.“ MHAND UNFmFFs- NOT TOO As GOOD A GOOD HIGHLY NOT A AND SIONAL COMPETENT As ANY IMPAR‘I'IAL COMPETmT LAW TATUs SECURITY LAw AND ENFORCE- POLICE momnnm FmFFs- MENT UNIT UNIT SIONAL UNIT N I O 1 3 1 2 O [LDC O - O O 1 3 2 O C O 4 L 10 o O "N o 1 2 1 3 1 o . o o 1 1 o 1 C o :1 9_ 5 o o O o 2 1 O o O O O o 1 1 O c O 1 O O O o 75 5 g“ 1 0"" "7’ TC 0 1 O 2 7 2 O c q 1 o 1; JOE O N O O O 2 2 O o O o o 2 O o c o 4 O J O O N ‘ 1 ‘f 11 3 T O SAC O O 1 6 4 5 o C O O 20 O o N o t;— e ~. I. ~. TAC O o 1 5 2 3 O c O 41 0 J19 O O N O O O 2 o O OTHER O o o O 2 o O c O o O 5 o O N T 6 *E 23“ 20 1 a 78 TOTAL 0 1 2 15 22 13 1 e 53 C 0 15 0 66 O O = 93 *Data for chiefs/directors obtained from Bailey. 92. 3.13.. Table XVI. p. 1271 original source also reported twelve individuals noting Security Police unit as “As Good As Other Jobs“ 147 somwhat less favorable perceptions of military commmity attitudes than the junior officers and N008. Civilian community. An even better relationship was perceived of with the civilian commity as reported in Table XXIV. Three NCOs. three training officers. and two chiefs/directors failed to disagree with statement sixteen: "m Security Police unit's relationship with the ciVilian community is unsatisfactory." In response to item 190. three N008 and two junior officers perceived the civilian commity as rating the Security Police worse than the local police (see Table XXV). TABLE mv PERCEIEVED RELATIONSHIPS WITH CIVILIAN COMMINITY‘t COMMAND STFONOLY DISAGm/DISAGRFE TOTAL RFsFONSFs AND STATUS (100% except as indicated) N00 7 7 ADC OFF 6 6 CHF 16 16 ’ “’NCO' 8“ —F—" AFLC OFF 2 (66.7%) 3 OFF FOO “‘3‘ L—a ' AFsc OFF 2 (7 0%) 22; CHI“ 3 5. 'FI'CO 14 14 ATC OFF 11 (91.7%) 12 CF! 15 15 NCO 4 4 MAC OFF 2 2 CHF 6 6 “ECU 2'3 (92%) SAC OFF 16 16 OFF 26 26 N00 15 (93.3) 16 TAC OFF 10 (90.3% 11 CHF 1 (92. 14 NCO fig 2""’ omen OFF 2 2 __ CHF 5 _ 5* *Data for chiefs/directors obtained from Bailey. 92. git. . Table XV. p. 126 1‘18 TABLEDLV PERCENT!) ATTITUDES OF CIVILIAN COMIUNITY TOWARD SECURITY POLICE." h COMMAND mRSE CLAN As GOOD AS BETTER TBAN DIFFERDIT DIFFER FRO ID STATUS LOCAL LOCAL LOCAL FROM AND BUT AS Goon POLICE FOLICE POLICE wormE THAN OR BETTER LOCAL THAN IDCAL POLICE POLICE ADC NCO o 4 O O 3 OFF 1 1 1 O , MIC—TOO 1 3 2 O L1'"""'+ OFF O O 1 1 1 . NCO O 1 O o 2"" OFF O 1 1 O O . NCO _ o 3 1 O 8"“ OFF O J O 6 x CD 1 *8; o o 3‘— OFF 0 o O o 1 NCO 1 16 ’22 O 6 OFF O 3 2 o 9 N00 0 3 o 4 OFF O 2 % 9; 6 _ D T o 6"“1 OFF O L O O 1 _ TOTAL NCO 3“" +39 1 O 27"“' OFF 1 13 1O 1 27 CBF DIR O 7 O 2 85 *Data for chiefs/directors obtained from Bailey. 93. 313 . . Table XVII. p. 127 Qumrance 9; favorable community relations 3.3 security mission acgfli shmen . Item seventeen of the questionnaire was deliberately designed to elicit agreement with the statement that “effective comm- nity relations is not as significant to the effective accomplishment of my security Nission as it is to the effective accomplishment of the law enforcement mission. " than disagreement with the statement. As Table XXVI portrays. there was more agreement More significally. a substantial minority disagreed (over 37 per cent of the NOOs and over 3“ per cent of 149 the officers). Perhaps of most importance. only about 9 per cent (n=7) of the MOS and 15 per cent (nu-8) of the officers strongly agreed. This data revealed that the Security Police are well aware that good comm- nity relations play a role in their security mission as well as in their A law enforcement mission. It can be presumed that had the survey item been less biased a substantially greater number of personnel would have revealed this awareness. TABLEXXVI IMPORTANCE OF GOOD FOR TO SHZUKITY VS. LAW WOWWT MISSION AOCOMPIISIO'IENT COMMAND STmNGLY AGREE UNKNOWN DISAGREE STRONGLY AND STATUS AGREE DISAGREE ADC NCO 1 4 O 2 0 OFF 1 2 O 0 ”Tim" NCO 1 5 O 1 43"“ OFF 1 2 o O O . W I" T‘F'"? 1 . 1 OFF O o o 2 O NCO 1 6 2 3"“ 1 OFF 2 4 2 31: 3 C O O 1 2 1 OFF 1 1 o O O ‘ WOO ""T""F'T'3 1 l7 2"- OFF 1 E 2 2 4 , W00 *1 - Z 1 4 ‘2'“ OFF 2 O 2 1 mm N O f T 1 "*0 _ OFF O 2 1__ O o O """"""""TC 1100"" """? ""'" 5 """"21 ’ OFF 8 23 4 7 11 Summag and conglusions . me data analyzed in this section indicated that the Security Police perceive themselves as possessing favorable relationships with (and as being well regarded by) all three of the communities they serve. his tends to validate Bailey's major 150 conclusion that the Security Police do not feel isolated or alienated from the commities they serve. The one question pertaining to the importance of good comunity relations on effective security mission accomplishment provided addi- tional support for the conclusion that the Security Police are concerned with their comunity relationship. VII. OvEReALL FINDINGS . CONCLUSIONS . AND IMPLICATIONS OF THE SURVEY The findings and conclusions contained within this chapter (Sections Ill-VI) have methodological. theoretical. and practical impli- cations for the discipline of sociology. the police administration pro- fession. and the USAF Security Police social system. Additionally. the findings and conclusions derived from analysis of the survey data pro- vided a base for an econondc-systens analysis of training and of police- couunity relations (which illustrates an approach adoptable by police agencies in their efforts to resolve some of their problems). Methodological and theoretical conclusions. Methodologically and sociologically. the most significant finding was that the military respondents to this survey possessed a characteristic which the researcher has labeled as “individuality." Eleven variables. analyzed in terms of being causal or influencial factors bearing on the dependent variables. failed to establish a significant correlation. Since the independent variables would ”logically" correlate with the attitudes expressed in response to the survey. the researcher concluded that mili- tary personnel are affected by a multitude of variables explainable only in terms of the concepts of subcultural association and interactionism. 151 This conclusion subtly suggests that military sociological research methodoloy of a case study nature will not render data generalizable to either the entire military establishment or to a single component themef. Similarly. since the more apparent and ”logical” variables failed to reflect significant influences on the attitudes expressed herein. the researcher inferred that other variables. most notably ”local politics“ and administrative style. as well as the style of the individual. appear to be the more probable influencing factors on the attitudes of the respondents. This inference dictates the need for in-depth empirical study of administrators and “local politics. " It is conceivable that the long sought "key" to resolving the police problems of today resides in the evaluation of these factors rather than. as has frequently been assumed. in the study of lower echelon police behavior. The implication. however. must be qualified. Since the size of the Security Police units responding to this survey ranged from 25 to 850 personnel and the base populations ranged from 900 to 1A0.OOO. the conclusion and inference developed are limited to cities and police departments of the same approximate population. This qualification would specifically exclude the application of this hypothesis to the megalopolises. such as Chicago. New York. etc. In addition to the above . the instant research added validity to an earlier study concerning military police-community relations . Bailey concluded that the chiefs and directors of Security Police units do not feel that they are alienated from the commities they serve. thereby. refuting any contention that Westley's pariah concept applies equally to 61mm police and to the USAF Security Police.6 However. Bailey also 69$" P- 11"- 152 noted that the attitudes and opinions of other Security Police officers and individual Security Pblicemen.need to be known in order to obtain a true image of the Security Police-community'relationship.7 The results of the immediate exploration into the attitudes of Junior*officers«and NOOs served this latter purpose. The training officers and training N003 represent distinctly different subgroups in the USAF Security Police social system from.that of the chiefs and directors. in terms of experience. educational level. age. and Job perspective. The NOOs. with nearly fourteen years experi- ence (at the operative level in.duties similar to patrolmen. detectives. security guards. and first line supervisory positions). reflected dif- fering.'but not contradictory. attitudes than the better educated. but less experienced. officers (who fill basically executive positions). Nonetheless. both the NOOs and junior officers affirmed Bailey‘s findings that the Security Police are maintaining good relations with each of their three communities and that they perceive their units as favorably regarded by all three of the communities they serve.8 films. the instant research. of two different subgroups within the USAF Security Police social system. validated the conclusions formed by Bailey from his study of a third subgroup: (1) the Security Police do not feel isolated or alienated frcm their communities. and (2) the Security Police perceive themselves as integral parts of the comunities they serve.9 7&0, D. 137s 8Bailey's findings contained in ibid.. p. 135. 9Ib1d. .. pp. 135-136. 153 Practical findings 53d inflications. That part of the immediate research concerning professional training. community relations training . and community relations programs raised considerable room for specula- tion as to the validity of these perceived relationships between the Security Police and their commities. It was assumed that good police- comunity relations . civil or military. are developed and perpetuated through public relations . commity service . and community participation. Ergo. the logical conclusion to be drawn is that in the absence of any one of the three legs of the cominity relations tripod. good police- conlsunity relations will be Jeopardized. The imediate research concen- trated on training. both professional and ccmunity relations . and on comunity relations pro grams under the assumption that such factors have a direct bearing on the public relations and community service legs of the tripod. this assumption was predicated upon two generally accepted propositions a (1) the foundation upon which good police-comnity rela- tions rests is professional line service. brought about through recruit- ment. selection. and training; and (2) how a policeman handles his day- to-day contacts with citizens will. to a large extent. determine the police-community relationship. Nearly 99 per cent of the officers and NGOs shared the opinion that extensive and intensive training is essential in developing effec- tive . professional Security Policemen. thereby. reflecting agreement with the President's Crime Commission that no person is prepared to perform police work on native ability alone. 10 The se individuals . who function 1° OThe President's Comission on Law Moreement and Administration of Justice. Task Force Remrt: The Police (Washington. D.C .8 United States Government—— Printing Office. .1955. p. 137. 154 in a position to best perceive the effectiveness of the over-all Security Police training program. expressed a significant amount of dissatisfac- tion with the program or parts thereof. Indeed. a significant minority (31 per cent of the NCOs and 43 per cent of the officers) appeared £22.? all; discontented with the over-all training program. The dissatisfac- tions resided primarily in the career developnent course and in the basic technical school and. to a slight extent. in the unit training portion of the program. The dissatisfactions correlated with the criticisms of civilian police training programs levied by the President's Crime Camis- sionx (1) the instruction bears little relationship to what is expected of the officer on the job. (2) the length of training is generally too brief. and (3) the methods of instruction are inappropriate.“ Of the newer instructional methods . at present generally unadopted by civilian police agencies . the Security Police training officers and Nms expressed general satisfaction with the correspondence course . as well as significant receptivity to converting the course to progranned texts. Only twenty-three per cent of the respondents conduct specialized classes in comanity relations. but fifty-nine per cent expressed the need for material of this .nature in their training programs. thereby. indicating an awareness of the fact that how policemen handle their day- to-day contacts is important in comunity relations. Economic-sate» M. In tems of an economic-systems approach to training. the foregoing findings have several implications. me process utilised in this analysis is the comitment approach to nIbid” pp. 20; 138-141. 155 developaent espoused by Robert J. House.12 Such an approach is designed to change the behavior or performance of individuals and is based upon organisational and participant needs; it provides for teaching methods suitable to the attitudes and learning capabilities of the participants and changes or fits the prevailing organisational climate.1’3 he approach is compatible with Freeman's systems approach to law enforce— ment training.“ Gamage's concept of Job analysis.” economic decision making."6 and a systems analysis of organizational behavior.” 'me first step in such an approach is the establishment of training objectives: a logical starting point in determining these objec- tives is to inventory current problems. thich can be accomplished through a sampling of employee opinions.18 This as a purpose of the survey instrument. and the foregoing analysis has revealed perceived problem 1'zFor a full discussion of this approach. see Robert J. House. Management Develoment: Desi . Evaluation 5.59; Implementation (Ann r. Michigan: Bureau of Industrial Relations . Graduate School of Easiness administration. thiversity of Michigan. 1967) . especially pp. 13333-3.” P- “5- 1“See Sydney Freeman . ”A Systems Approach to Law Enforcement Training." The Po___l___ice Chief. XXIV (August. 1968). 62-63. 158» men 2. Gamage. Police Training_ in th__g United States (Springfield. Illinois: Charles C mamas. Publisher. 1933;: also see Thomas M. Frost. A Forward _I_o__ok in Police Education (Springfield. Illi- noisa Charles C Thomas. Publisher. 19595. pp. 3939. 1'6See Charles J. Hitch and Roland N. McKean. El._em_g__nts of Defense Economics (National Security Management Series. Washington. D. C.: ustrial College of the Armed Forces. 1967). p. 69. 178» John A. Seiler. mtems Mg _ig; 0r national Behavior (Renewed. Illinois: Richard D. Irwin. Incorpora . and the Dorsey Press. 1967)! Ppe 1'32. 1830”“! 22- %” PP- “8459- 156 areas in all segnents of the Security Police developmental process: on-the-Job training. recruit school. and the career development course. Each of these problem areas requires a determination of that area's training objective: (1) change knowledge. (2) change attitudes. (3) change skills. or (4) change Job performance.19 As previously indicated (Figure 4. p. 79). each of these broad objectives requires the fulfillment of prescribed conditions if the developaental effort is to succeed. In view of the crucial need to influence the behavior of patrolman (discussed on pp. 18-29). it would appear that the objective of training should be to change behavior. However. this ultimate goal could be attained in stages. For example. the recruit school and the CDC could have as their objective the mere change of knowledge and the cn-the-Job training. the change of performance. In analyzing the data of this survey. it as determined that the respondents desired the expansion of the technical school and the CDC. From this it could be implied that Security Police training officials either: (1) would like to see the technical school and the CDC develop the ability to perform. or (2) they desire these phases of training to impart more knowledge. In terms of an economic analysis. this implies two possible broad alternatives: (1) vastly expand the technical school to produce Security Policemen capable of performing any Security Police task upon assignment to the field. or (2) limit the technical school to training in those tasks all Security Police perform in all camands. Considering the costs involved. as well as the probable return per training dollar. an economic choice would dictate an approach in conso- nance with the second alternative. 19mm. . pp. 51-52. 15? his finding would. logically. lead to an analysis of the role of the CDC in Security Police development. Here again. the CDC. according to House 's concept. could only impart knowledge not actual ability to perform. However. since the technical school is not attended by all Security Policemen and because the school. out of a consideration of cost. cannot be expanded to the extent dictated to produce Security Policemen skilled to perform all Security Police tasks. it would appear that the one should be new expanded to impart all the knowledge a Security Policenmn needs in order to perform. his would require an in-‘ depth job analysis as advocated by Frost. Carnage. and Freeman. Nonethe- less. a starting point could be the attitudes of personnel in the field. Tables XXVII and mm reflect the respondents perceptions of the impor- tance of eighteen areas or subjects for inclusion in the training pro- gram. hree of the subjects are now covered but in limited depth. The other fifteen areas. developed from a synthesis of topics taught in civilian police training programs. deal directly with subjects affecting police-commity relations. he respondents expressed a belief that civil rights legislation. civil rights movements . urban development. and Negro history are topics of little value to Security Policemen. thereby. indicating a belief that the Security Police do not experience the seri- ous problems with minority groups and members thereof that civil police encounter. However. several other topics were perceived of as highly important . particularly for bettering commity relations: ethics . pub- lic relations and courtesy. comunication problems between people . con- trolling prejudice. human relations. and personality and behavior. he reapondents also felt a need for an expanded coverage of law enforcement duties. 158 TABLE XXVII NCO SUBJET MATTER EVALUATION HIGHLY FAIRLY LITTLE WASTE) IMPORTANT IMPORTANT VALUE WFORT 1+ O 6 O on w enforcement duties-«nan cove r 139 TABLE‘XXVIII OFFICER.SUBJEOTIMNTTER‘EMALUATION HIGHLY FAIRLY LITTLE WASTED IMPORTANT IMPORTANT VALUE EFFORT Police public relations 6 on enforcement duties-an 160 Bearing in mind the systems analysis of behavior in an organiza- tion (pp. 73-78). the USAF Security Police system is but a subsystem of the over-all military establishment. As such. the USAF Security Police corp has constraints placed upon it vmich influence the human inputs into the Security Police. Apparently. this external environment is such that the Security Police have not developed the serious problems with their commities that some civilian police departments have encountered. thether this is due to a functional impact of police behavior on the com- munity or tether the comunity has had a functional impact on the Secu- rity Police is a question irrelevant to the concern of this essay. The important consideration is that within the Security Police system the executives and training officials do not perceive the Security Police as having the serious community relations problems found in some civilian police agencies. Yet . they are concerned with developing professional policemen and with enhancing their community relationships . hose con- siderations have ramifications in terms of whether training is necessary and in tems of the methodology to be employed in training. In subject matter designed to enhance community relations . the use of case method. role playing. or T-Grcup training would be more effective than a lecture or text (see Appendix B). However. within the causal texture in which the Security Police function. it would appear that inclusion of comunity relations training would be a more suitable economic decision. Summag .EQ. conclusions. From the foregoing analysis in terms of the economic-systems concept outlined in Chapter IV. the conclusion was drawn that the executive and training functions of the USAF Security Police social system are desirous of improving Security Police commity 161 relations and professional training. Using econondc criteria. the most beneficial aspect of the training program for revision and expansion appears to be in the CDC. he respondents to the survey revealed a reoeptiveness to converting the course to programmed texts and voiced opinions that subject utter such as taught in civilian police academies should be included in the training program. Conversely. the survey and analysis led to the conclusion that extensive community relations training. such as sensitivity training. is not necessary in the USAF Security Police system. CHAPTER VII SW AND mNCLUSIONS The changes of the past generation. both within the police profession.and within.the larger society of which the police are an integral part. have resulted in.ccnsiderab1e research and speculation designed to resolve police problems. Two predominant areas of concern have been police-community relations and police training and.development. The majority'of research in these areas has been limited.to municipal police agencies . with little attention directed at their socially signif- icant counterparts within the Armed Forces. The military police within the.Anmed.Fbrces performua function comparable to:mnnicipa1 police agencies. Similarly. the military commu- nity. although a relatively’closed community. is composed of a cross rep- resentation of America. thereby. inheriting many of the attitudes. perv ceptions. and problems inherent in the larger society. Thus. it was per- ceived.that a study of the military police might reveal information of benefit not only'to the.Anmed Forces but also to civilian police and ci'ilian commities . I. SUMMARY This inquiry consisted of a survey and.analysis of attitudes within the USAF Security Felice social system. The attitudes pertained to interrelated factors. each of which were conceived of as functional 162 163 and dysfunctional upon the other: Security Police technical training. community relations training and programs. and Security Police-conunity relationships. As an exploratory-descriptive study. the research sought to prcvide an analysis of opinions and attitudes expressed by Security Police training officers and training sergeants relevant to each of the aforementioned factors. The findings and conclusions of the statistical analysis were. in turn. evaluated within the context of a concept con- spicuous by its absence from police literature. The ultimate goal of the investigation was to develop hypotheses. to form conclusions. and to determine the implications of the study in terms of methodological. theoretical. and practical applications. he research had its genesis in recomendations of the President's Crime Coulission relevant to police training and police-commity rela- tions. as well as in the findings contained within an earlier limited study of Security Police-comnity relations . This prior survey was of a linted population (chiefs and directors of Security Police) and did not attempt to ascertain causal or influencial factors bearing on the attitudes and opinions ascertained in the research endeavor. Similarly. no attempt was exerted to explore the various factors interrelated with a favorable police-commity relationship. The researcher proposed that a variety of police problems have a semen generic nature . explainable only in terms of the sociological and social-psychological concepts of subcultural association and interaction- ism. These difficulties have resulted in the exacerbating phenomenon of the police being apart Ling. rather than a part of. the commities they serve. Houcver. these problems have had not only this dysfunctional impact but also a functional impact—the police response to their problems. 16“ The police have reacted to their problems in one or more of a triad of approaches: (1) professionalising. (2) initiating community relations training. and (3) implementing commity relations programs. unfortunately. none of the approaches has been the desired panacea; each response has generated its own difficulties-a different breed of diffi- culties than those originally encountered'but not less perplexing and frustrating. Contrary to the most frequently'voiced criticism.of police training (its brevity). the researcher proposed that most police training endeavors have been.unsuccessful due to a failure to isolate. quantify. measure. and study the variables of the process of education and devel- opment. The report presented.a conceptual scheme within which the sur- vey'data was evaluated and.a concept which allows police administrators to consider these variables. §35222;£;£gingg, Methodologically and sociologically the most significant finding of the survey was that the respondents possessed a characteristic which the researcher has ldbeled as "individuality.” Eleven‘variables which were perceived as probable influencial factors failed to correlate with the attitudes expressed in response to the survey. This phenomenon. which.validated.the research methodology employed in the study. appears explainnble in terms of the subcultural association and interactionism concepts. The survey also added validity to an earlier study of USAF Secup rity Police-community relations. Specifically. this report supported two earlier conclusions: (1) the Security Police do not feel isolated or alienated from their'communities. and (2) the Security Police per- ceive themselves as integral parts of the communities they serve. 165 Representing eight major air comands and over 83 per cent of the Air'Force'bases located within the confines of the continental United States. the respondents voiced opinions and attitudes of practical sig- nificance to the USAF Security Police social system. as well as to the over-all police profession. Virtually 100 per cent of the sample shared the opinion that extensive and intensive training is essential in devel- oping professional policemen. While the majority'of the officers and NCOs expressed the belief that the existing Security Police training pro- gram is generally effective. over 91 per cent perceived some deficien- cies. and a significant minority were generally dissatisfied with the program. This discontentmsnt appeared to reside primarily in the tech- nical school and in the career’development course. as opposed to the unit training programs. The perceived inadequacies tended to reflect the same criticisms found in the literature concerning civilian police- training programs: (1) the training is too brief. (2) the course mate- rial is irrelevant to the Job requirements. (3) instructors (at the school) are incompetent. and (4) course material (in.the career‘develop- ment course) is obsolete. Of interest to civilian agencies. however. the respondents reflected a generally favorable view’of the mandatory correspondence course but desired the course to be expanded. A.majority'reacted.favor- obly'to revising the course and republishing the volumes as programmed texts. In spite of the proposals of various administrators and educators to adopt programmed texts in.police training programs. this is the first attempt to ascertain the receptivity of police practitioners to such an idea. Their opinions are enhanced.by the fact that the respondents have past experience in the utilisation of correspondence course work. as well as programmed tests. 166 Although nearly 92 per cent of the respondents indicated that they emphasise effectuating favorable police-commity relations throughout their training program. less than a quarter of the sample reported the conducting of special classes designed to equip the individual Security Policeman in his contacts with the public. A majority expressed a need for training material to better their community relationships. The survey also revealed that the respondents do not perceive their units as pursuing a vigorous program to enhance their commity relationships. Even in those units which appear to have vigorous activ- ities. the programs seemtobeasmuchpublic image orientedas theyare commmity service. II . COBBLIEIONS From the data analysis. the foregoing findings. and an economic- systems evaluation. the researcher arrived at his conclusions and recomendations. Conclusions. The USAF Security Police. as a subsystem within a larger system. have a concern with effecting good comuzfity relation- ships. This research found that the Security Police (of differing rank levels): (1) perceive themselves as well-regarded by the three commu- nities they serve. (2) consider their Security Police units as enjoying good relationships with all. three of the commities they serve. (3) are sigmificantly dissatisfied with the over-all Security Police training program. (it) conduct a minimal program in comunity relations training. and (5) pursue a minimal community relations program. The conclusion to be drawn from these findings is that the Security Police enjoy good com- munity relations _ig mt; of deficiencies in areas generally espoused as 167 crucial in the developsent arm! maintenance of favorable relations. From this conclusion evolve several implications for the over-all police social. system. the USAF social system. the USAF Security Police. and society as a whole. ‘ Implications . The first implication to be drawn from the above conclusions is that in the face of deficiencies in training. comunity relations training. and commity relations programs . the perceptions of the respondents concerning their conunity relationships are invalid. This implication dictates study of the attitudes of civilian police agencies. ndlitary conmmities. and civilian communities so as to ascer- tain the opinions of these subsystems toward the USAF Security Police. Such a stunt is necessary to either confirm or refute the finding that the USAF Security Police enjoy generally favorable relationships with the communities they serve. The second implication of the conclusion formed herein would develop from this necessary additional research. 31; further study con- firmed the finding that the USAF Security Police do. in fact. enjoy a good relationship with the ccmunities they serve . in spite of deficien- cies in areas comonly presupposed as crucial to favorable police- comunity relations. than these presuppositions obviously are not valid in all cases. his implication would substantiate Seiler's analysis of behavior in organizations . particularly the aspect concerning the con- straints imposed by the external environment of an organisation... and would allow the inference to be dram that conditions exist within the USAF environment which negate . at least to a large extent. the actions 168 of the USAF Security Police. active or passive. to enhance their police- commmity relationships. From such an implication two inferences may be Woloped. First of all. the inference can be made that the USAF social system is so unique that the implications developed herein do not extend to any civilian communities or civilian police agencies. On the other hand. the inference can also be drawn that the USAF social system is not so unique; in vhich case. conditions in some civil- ian commities and in some civilian police agencies my be sufficiently similar to preclude significant concern with police-comnity relations and police professionalism. This inference is in direct opposition to the President's Crime Commission's recomendations that ”all officers be thoroughly aware of. and trained in. ccmmrnity relations problems.“ and that formal training should consist of . minimum of taco hours of class- room instruction.2 However. the inference is in accord with the systems analysis approach. Specifically. the inference would reject any arbi- trary determination of minimal hours of police training and of subject matter to be included in such training. Instead. the inference would dictate a systems analysis of the individual police department to deter- mine subject matter for training. as well as an analysis of the depart- mental environment to ascertain vhether or not specific subject matter is not only necessary but whether or not the particular training will be reinforced or extinguished by the environment. 1The President's Conmission on Law Enforcement and Administration of Justice. Q2 Challengg 9; Crime _in 3 Free Societ (fishington. D. C.: United States Goverxment Printing Office. 19675. p. 103. zlbid. . p. 112. 169 Thus. the instant research. rather than solving problems. has raised questions—which are answerable only through further research. However. a limiting or qualifying consent should be interjected on the implications and inferences developed from this research. The foregoing conclusions and inferences should not be constmed to mean that some police agencies need reflect absolutely no concern with professional training and with commity relations. 'nle issue raised is not one of all or none. but rather‘one of degree. Cdven the nature of today's society and the nature of police work within this society. it appears that every police agency must strive to improve its professional service and must pay heed to enhancing its commity relationship. However. the degree of professionalism and the degree of emphasis to be placed on com- munity relations may be subject to considerable fluctuation from depart- mnt to department. Recommendations. In spite of the finding that the Security Police perceive themselves as enjoying generally favorable conmnmity relation- ships. the instant research also determined that the training officers and training NCOs desire to improve the over-all Security Police training program and perceive a need for training material designed to better equip the individual Security Policemen in their citizen contacts. Due to the economics involved in greatly expanding the Security Police recruit . school. it is recomended that the correspondence course be completely revamped. eXpanded. and republished (preferably as a programsd course). Prior to revising the course. a complete occupational analysis of the Security Police career field should be conducted to insure that the end- prcduct covers all duties performed by US“? Security Policemen. his job 170 analysis could also be utilised to revamp the resident technical school where needed. A Subsequent to the publication of the revised CDC. a survey of attitudes similar to the survey reported upon herein should be conducted to ascertain the satisfaction of personnel in the field and further mod- ifications made where appropriate. Such a course would not only benefit the USAF Security Police but could also ultimately serve as a model for the develoment of professional training texts for civilian police train- ins programs. - . Of more messing need is the requirement for an immediate text on commity relations. ‘Iherefore . it is recommended that a supplementary volme to the CDC be published to provide all. Security Policemen with the mfledge nepessary to effectively deal with the publics they serve. It is also recommended that appropriate civilian agencies . such as the Office of, Law Ehforcement Assistance. Linitiate a study to ascer- tain the feasibility of preparing and administering a correspondence course of unstruction for mmioipal polsicemen. Since the Security ' . Police have eaqoressed general satisfaction with this method of training. ' it juld appear gthat such a course might be one means of enhancing munic- ipal police training. particularly in the smaller cities where budgetary limitations preclude lengthy recruit schools. The Office of Law Marco- ment Assistance ”is specifically suggested as ran action agency since a ‘study of this nature would require in-depth research to ascertain the I receptivity of civilian police departments to requiring such a course and muld necessitate an extensive occupational analysis to include subject“ matter appropriate to all. police departments. The International I Association of Chiefs of Police is also, suggested as an action agency. 9, .- l I ’1 BIBLIOGRAPHY EIBIIWRLPHI A. NOKS Baokstrom. Charles H. . and Gerald D. Hursh. Surv Lsearch. Evanston. Illinois: Northwestern University Press. 193%...— Banton. mohael. The Policeman in _t_h_e Commity. New York: Basic“ Books. Incorporated. 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Publisher. 1957. . 1 r " Epstein. Charlotte. Inte u Relation . for Police Officers. Baltimore : . The William and $2M .1922; . n . ., Fife-t. x. _A_ §______omrd _x_.g__ok y; Police Education. Springfield. n11- nois: 108 C Thomas.—- Publisher. 1:559. Damage. Allen 2. Police m_ in the Unite Sta___t9_s. Springfield :' Illinois: Charles C Thou“. Publisher. 9 ’, Green. Arno W. ‘ ciolo : s of Life in ModernSo Society. Third tion. rk: 7.9%;LW rporated. 1950. - :r‘slus 171 172 Bartung. Frank R. Crime 1.33 33; Society. Detroit: thyne State Univer- sity Press. 1965. am. Walter 1.. and Douglas mm (9mm. Readings g; Ogggflization Theogz: A Behavio m. Boston: Allyn and Bacon. Incorpo- rated. 1 . . 1 Hitch. Charles J. . and Roland N. McKean. Elements of Defense Economics. National Security Management Series. Won. D. C. : Industrial. College of the Armed Forces. 1967. House. Robert J. Management Development: Desi . Evaluation and Imle- mentaticn. "Ann Arbor. Michigan: Bureau of Industrial. Relations. Graduate Schccl of Business Administration. University of Michigan. 1967. The International City Managers' Association. Municig Police Adminis- tration. Municipal. Management Series. Fifth edition. Chicago: The Intermtional City Managers' Association. 1961. , Better. John C. Technigues“ for Police Instructors. Springfield. Illi- nois: Charles C Thomas. Publisher. 19 3. Lindessdth. Alfred R. . and Anselm L. Strauss. So__o___ial szcholcg. Revised edition. New York: Holt. Rinehart and Winston. Incorpo- at“. 19%5 I McGrath. Joseph 8.. and Irwin Altman. anall Gro Research: 'A S thesis and Criti us of the Fi__e___ld. New 103%: Holt. uELI: and . 5301‘» raga .79337— i ‘ I l .. I Malboisse; Raymond M. ComunitzRe nations flfl Riot Prevention. Spring- field. Illincis: Charles C Thomas. Publisher. *1937. ”rue Donald (pd.). _I£._w 8. Disorder: {The Magi go Convention and Its W. 101110.837 Dom m‘. :33 Burton We." . The National Advisory Comissicn on Civil Disorders. Rear-t rtcf the Natio Advise Comission c_n_ rk: ...-Eaten #Bcoks. __fiedw— 93:2; Mrs. . Proctor. ,Jchn. William Thornton. gaining: _A_ Handbook for Iin____e_ Man- 552%.“;- Iork: American mnagement Association. 1931. | Seiler. John A... Sm Analgis in Or anizational Behavior. Homemod. Illinois: ,Richard D. Iran. Incorporam. :55 the Dorsey Press. 1967. Selltis. Claire'E. e_t_ a1. Research Methods _i_n_ Social Relations. Revised one-volume edition. New Eric: Holt. mnehart “.53 Winston. Incorpo- “W: 1967. 3‘. :‘1 Skolnick.‘ Jeromxe 1!. Justice Withou_____t_ Trial: Law Mcrcementin oratio Society. ——Neu-___ York: John Wiley mom-mfmm 3 173 Sutherland. sum 3.. and Donald R. Cressey. Princi lee of Criminolo Seventh edition. Philadelphia: J. 3.1.1 1.1th Esp—any. I9 66. mm. Daniel. Rights in Conflict. New York: New Andean Library. 1968. . ' Webster's ya! Cells to Dictio . Springfield. Massachusetts: G. an! . Merriam Company. li rs. 1956. mlson James O Varieties 9; Police Behavior: 1h; Mans t of Ia__::_ Lné Order 2". flat Comumties. m. Massao ts: Harvard Unhersity Press. 1965. Hilson. O. W. Pcli_____c__e Arhuinistraticn. Seccnl edition. New York: 11on- Hill. Book Ccmpam. Incorporam. 1963. ‘ Yuker. Barcld E A Guide to Statisti stifl Calculations. New York: G. P. Putnam's 3613.." (3379‘ """""""'""' '1 a '1 1‘11. Pdsmzanons or ms Gov-am.“ Isms: socxsms. ' I AND OTHER omzu'mss Citizens ' Comttee to Study Police-Cosmmnity Relations. Po___l_i_ce and Pub- ;: AC ri___§gue and a Program. Chicago: Citizens' Ccnuitteeu to Study Poliqe-Ccmunity Relations in the City of Chicago. 1967. 1 Department of the Air Force. Air Force hnual 114+. Volume I. Air Force Directc of Unclassified Addresses. Washington. D. C.: DeFa—rhumt m.- Fame. kamr !. 19E: P ‘1‘ Air Force Manual 39-111. Airman Classification Manual. 2 vols. Wshington.;D. C.: Department c? is eAir Force. J I. 1967. . “ff . Air Force Manual 50-5. USAF chal Schools Catalo . Washing- ton. D. C.: Department of the-_- :1:- Force. W963? ""‘" . ‘1 . Air Force Recurring Pamphlet 125-2 Security Police Diggst. filigéefnter edition. Washington. D. C. : Department of the Air Force. ______. Air Fzrce Regulation 125-1. r F‘Imctgaons and nation _c__f the ‘ USAF 2cm 1 Police Activities. *shingtcn-D- . C.: partment of the Air Fatah-m. 1%?"1 5 ' - Department. of the Arm. Am Regulation 32095. Dictio ML of _Un_i_.___ted States. m%flems. Washington. D. C.: Department of the— W: " 0 F _______. Extofion____ Course _c__f United Sgte tag______ Police School Mti-yolme. Fort Gordon. Georgian” 003011001:—- n.d __J 3 1'1 2 7i " 17“ Executive Office of the President. Office of Defense Hobilisation. _Standards for Mica cal Securitz_ of Irdustrial and Governmental F__e_.___cil- ities. Washington. D. C. : [hited States Government Printing Office. Extension Course Institute. Career Develo nt Course 811 . 3 vols. Gunter Air Force Base. um? ‘ Air versity. n.d. latioml Center on Police and Community Relations . A National urve 2; Police and Commitfi Relations. A Report of . 33mm. Mtt—edfl to The Pros nt's Conmiseion on Law Enforcement and Adminis- tration of Justice. Field Survey V. East lensing. Michigan: School of. Police Administration and Public Safety. Michigan State University. 1967. National Industrial Conference Board. Incorporated. Industrial Security Plant-Guard Handbook. New York: National Industrial Conference . Incorponm. 195“. ( Peoria Illimis Police Department. Dave I out of a Police-Cement; Relations Prom. A Report Prepared. rUnited States Depar‘hnent \ of Justice Office of Law Enforcement Assistance Grant Ntmber 16'}. Peoria. Illinois: Police Department. July. 1968. \‘ The Pnesident' s Countiesion on Law hhforcehent and Administration of Jus- tice. The Cmnegge of Crime in a F__r_e__e Socieiiz. Vbshington. D. C $— / United States Govemment Printing Office. '-. Ta 1: Force .39.. Washington. D. C.: United 1 *t-fi-tingm 0‘1‘1’ States—L Govermnen 96 . itson. Nelson A. (ed. ). Police and th___e_ ‘ Comunitx: Selected 7%)”. Vhshington. D. C.:—- Interna Association of CEefs 0 II ”O 1%5. f. 1'. , t I I _ l I? ' c. venomous t Hichliel. ”Social Integration and , Police.“ _T_h_e Pol—__i_oe Chief. m (‘Pfll: 963) : 8‘20- Batson. momas 8. ”Air Force Security Police Operations in the limited ' Warhironment.“ Ih___e_ Po___]_._i___ce 939 13.111111 -'. (January. 1969). 32-34. . Bamgfiel. gird. and Joel W. Goldstein. ”Need and Value Shifts in ego ining Groups.” Th___e_ Jgurnal__ of Applied Behavioral meme 1:; (January. 1967). 87-10:. g , e ""'""""" ' Mar. mot-.23 a. ”Training Parodies. _3 _a_n§_ Order. xv: (Novemher. Cotton. W WW V (Hay 27: 1957): 1’15- F I 175 Culbert. Samuel A. “Trainer Self-Disclosure and timber Growth in Two T Groups.” n14 Journal o__f_ Applied Behavioral §______.cience IV (January. 1968). 117-73. Pray. "alter. "a Practical Training Programfor Security Personn'31.' Mustrial Security (April. 1963) a 9.3 e Freeman. Sydney. “A Systems Approach to Law Enforcement Training." Th _Pp____lice Chief XXIV (August. 1968): 62-68. Baigh. Gerard V. “A Personal Growth Crisis in laboratory Training. " lh___e_ _J____ournal o__f_ M Behavioral W; .IV (October. 1968). ’467-562. Harrison. Roger. and Bernard Lubin. "Personal Style. Group Composition. learning. Part I " Th__g_ Journal _o_f m Behavioral Science. I (We 1 M._ o ' e . ”Personal Style. Group Composition. and teaming. Part II. " 1114 m_ of Applied Behavioral Scions: . I (July. 1965) : W1. Kuriloff. Arthur H... and Start Atkins. ”‘1' Group for a Work Team. The Jo___\_1_rna_;_1_ Lf Apflied Behavioral Sc__i_.___ence. II (January. 1966). 63-93. Iipset. Seymour thrtin. ”Why Cops Hate Liberals—«Ind Vice Versa.’ _'n_1_e _A______.tlantic 0cm (March. 1969). 76-83. new» :1. J. “l "Programed Instruction" Police mae___:_, xmn (Auhmt.11966).M1-116. ' 123“" Manon xx. December 17. 1968'; Nev-an. Theodore J.. and T. A. Pleek. 'e'me Air Force Approach to Profes- 3sional. Polipe Management.“ E Police M, IIIIV (May. 1967). Newsweek. March. 10. 1969. ,. . Oshry. Barry I. . and Roger Harrison. ‘Transfer from Here-and-Now to mere-and- -Then : Changes in Organizational Problem Diagnosis Stemming from -Group Training. "The Jo cm; at 132g ed Behavioral Science. 11 Psathas . George . and Ronald Hardert. :Trainer Interventions and Noma- tive Patterns in the T Group.” The Journal 9__f Applied Behavioral _S_c_i- .o__.nco. :1 (1911.1. 1966). 1119-169. , "‘"" Rubin. Iridn. 'JIncreased Self-Acceptance : A Means of Reducing Preju- dice."- m_ of Personn______e_l Social thplog. V (May. 1967). 233-2fi. Showed. [J.J "Self-Identity and Referent pthers . " Sociomet . mm “1969-“'8 1 2 Steele. Fred I. “Personality and the 'Iaboratory Style'. " Th__e_ Journal p_f WWW 1" (W. 1968). 25. r .. 11 f - . a l .1 r ._ :‘ 176 Terrie. Bruce J. “The Role of the Police.” Th__g Annals of The museum $1555ng Political and Social Scie___n___.ce CCCLYHV "'"—“(Nova r. 19.67"} D alson. James O. "the Police and Their Problems: A Theory.” Public Polic Yearbook of the Graduate School of Public Adsdnistra‘t—ion. Wridge. Massachusetts: Harvard University Press. 1963. (Mimo- graphed copy in the Brennan Memorial library. Michigan State Unver- city. East Lansing. mchigan. ) Hitte. Raymond P. “The M Cop.” _‘lhg Police Chief. XXXVI (January. 1969)! y'fie Wm .m E. “m P0110. "Ii m Problems.” Poli____<_:_e_. X (Ditch- m: 1966): ”'55- D. UNPUBLISHED MATERIALS Bailey. Chirles 8. ”National Survey of United States Air Force Direc- tors/Chiefs of Security Police Attitudes Pertaining to IBAP Security Police-Commity Relations . " Unpublished ,Master' s thesis . Michigan State University. East Lansing. Michigan. {1968. ; g! I 5 . ' Bcrdua . David J. 'Coments on Police-Community Relations” . Unpublished manuscript in the Brennan Memorial Library. Michigan State University. East Lansing. Miehigan. n.d. (Mimeographed. ) Barpst. Jame. and Bertha Lopes. 'SurVey: The Police Department.” unpublished term paper submitted for a class in social psycholog. Siena Heights College. Adrian. Michigan. Decemer. 1968. International City meager: ' Association and Michigan State University. “Mimicipal Police Adndnistrauon. " leaflet describing course content and enrollment procedures . n.d. Schneider. Mary Jo. ”Police Eboecutive Development: The Construction and Presentation of a Model Program. " Unpublished Master's thesis. Mich- igan State university. Fast Iansing. Miehigan. 196k. ' .1 11.513. P: I t 51; Force __fim Ehshington. n. 0.]. September. 1968-June. 1969. 23mm ; flan-ant. nous-n]. met 1. 1969. l L t APPENDICES APPENDIX A cowmson or mum nous OF 1101.101:l The policemen in a small Midwest police department were requested to ewihmdmnthethxutanee of:finnflmnm:funcuhnusimmw'perflmnn. Jiammple of’thelcommunity'similarly'evaluated.the importance of the functions and also evaluatedthe emphasis apparentlyrendered to the functionbythe police department. The final rank orders are reflected in Table XXIX. TABLE XXII mum MLES OF POLICE FWTION POLICE PUBLIC PUBLIC NIMBm PEWEPTION PEWEPTION PEECEPTION OF 01" DEGRTANCE 0F IMPORTANCE POLICE WIS 0F FUNCTION OF FUNCTION GIVEN F UNCTION 1 11+ 13 1 2 3 2 1+ 3 5 12 11 1+ 12 10 3 5 13 1’4 5 6 6 6 8 7 2 3 2 8 .l 1 7 9 4 5 10 10 9 11 11+ 11 8 1+ 6 12 11 7 9 13 7 9 12 lit 10 8 13 J; 55* =: 10btained from Janyce Harpst and Bertha Lopes. "Survey: The Police Department" (unpublished term paper submitted for a class in social psychology. Siena Heights College. Adrian. Michigan. December. 1968). 177 APPHDIX B STUDIES OF SDISI‘HVITI TRAINING Culbert compared the effects that a ”sure.“ or ”less." “self- disclosing“ trainer behavior had upon the members of two T-Groups. He concluded that the amount of "self-disclosure“ affected trainees. Too much self-disclosure may have keyed off resistances prompting some group menbers to avoid therapeutic involvement with the trainer: conversely. more self-disclosing trainer participation apparently accelerated ratings of self-awareness} Similar influences of trainers have been noted in other experiments. Haigh. for example. reported on a critical incident in a two week session and concluded that the disturbing incident became therapeutic because of four factors: (1) the trainer did not yield to the temptation to turn away from the emotional distress: (2) the trainer made a strong quest for meaning in the confused behavior of the crisis: (3) there was warm support and empathy from the group for the crisis mentor; and (4) there was an identification by several group members with the crisis member's experience .2 1Samuel a. Culbert. ”Trainer Self-Disclosure and Member Growth in 19.68? Giroups.” _Th_e_ Journal g1; Applied Behavioral Science. IV (January. : 7-73. ZGerard v. Haigh. “A Personal Growth Crisis in Laboratory Training," 2.112. 9.9.1193. 2i 5221222 W magma. Iv (October. 1968) . 437-1152. 178 179 These two studies indicate that the trainer's behavior has some influence on the effectiveness of T-Group therapy—a phenomenon also reported upon by Psathas and Hardert. These researchers proposed that the differences observed between T—Groups may result from differences in the trainer's ideology and style or from differences in the group's . developnent or concern. They concluded that their study should lead to further analysis of the trainer's role in the T-Group.3 Haigh's study also noted the influence of group members in a T-Group. as have other studies. Rubin. for ample. conducted an anal- ysis of data by partial correlation. He concluded that the data offered substantial support for the hypothesis that an individual's level of anomy and his changes in self-acceptance during a laboratory training session would have an interactive effect on his level of acceptance of others. with low snow and high self-acceptance leading to a high acceptance of others.“ Harrison and Lubin investigated the differences in interpersonal behavior and in learning. and the effects of training design. They con- eluded that work-oriented mentors tend to learn more than person-oriented members and that homogeneous groups do not provide the confrontations needed for optimal learning—additional group influences on the effec- tiveness of T—Grou'ps. Their conclusions also noted that work-oriented menbers learn more due to the ”cultural shock” of the T-‘Group.5 3George Psathas and Ronald Hardert. ”Trainer Interventions and Normative Patterns in the ’1‘ Group.” 1313 Journal 21; aged Behavioral ”sci-93°90 II (‘Pnlo 1966). 119-169. “Irwin Rubin. "Increased Self-Acceptance: A Means of Reducing Prejudice." Journal of Personnel Social Ps holo . V (May. 1967). 233-238. 5Roger Harrison and Bernard Lubin. ”Personal Style . Group Compo- sition. and learning. Part I.“ pp. 286-294; and ”Personal Style. Group 180 Sherwood noted that changes in self-identity were dependent upon the differential importance of various peers for the individual. the extent to which peer perceptions were comunicated. and the individual's degree of involvement in the group.6 This early finding was somewhat similar to Steele 's conclusion that to some extent personality or style of behavior influenced the outcome of the training effort.7 Steele 's study was based on the assumption that individuals who have certain relatively stable personality traits would tend to be more responsive to the laboratory training process than other types of individuals. Having briefly smarized some studies concerning two influencing variables on T-Group effectiveness . some conclusions as to the outcome of such training will be discussed. Baumgartel and Goldstein reported on an exploratory study of the effects of T-Groups on interpersonal orientations and generalized values. They concluded that highly rated (by peers) women and low rated (by peers) men seemed to show the greatest changes in T-Groups as measured by tests (i.e.. some people will change more than others).8 They also drew the conclusion that sociometric choice has some relevance for pre- dicting which people will change more than others. Composition. and Learning. Part II.” PP. 29li-301. The Journal 9_i_‘_ Applied Behavioral Science. I (July. 1965). 6J. J. Sherwood. ”Self-Identity and Referent Others.” Sociometgy. XXVIII (hrch. 1965). 66-81. 7Fred I. Steele. "Personality and the 'Laboratory Style'.” 3113 Journal 9_f_'_ Applied Behavioral Science. IV (January. 1968). 25. afloward Baumgartel and Joel w. 601de. "Need and Value Shifts in College Training Groups.“ The Journal 21; Applied Behavioral Science. III (Jmmry. 1967). 87-101. 181 Kuriloff noted that in general the T-Group is effective. partic- ularly in raising the ability of participants to comunicate effectively at a level substantially higher than before the training.9 ' This was supported by Oshry. who concluded that the diagnostic orientations learned about self in relation to the T-Group appear to generalize to learnings about self in relation to work.10 There are additional studies all reporting that T-Group training is effective in bringing about changes that directly or indirectly reduce prejudice . enhance communication and other factors benefiting interpersonal relations. and that. to an extent. learning is carried from the laboratory to the job site (i.e.. produces behavior change). 9Arthur H. Kuriloff and Stuart Atkins , "1' Group for a Work Team." _’1,'_h_9_ M 931 Applied Behavioral Science. II (January. 1966). 63-93. 1°Barry I. Oshry and Roger Harrison. "Transfer from Here-and-Now to There-and—Thenz Changes in Organizational Problem Diagnosis Stemming from T-Group Training.” The Journal 9_t_‘_ Applied Behavioral M. II (April. 1966): 1854-98. APPENDIX C USAF SEMTI POLICE OPINION SURVEY (Air University Survey Control Number: AU-Z) DIRETIONS: As a member of the USAF Security Police you are asked to answer the following questions based upon your PERSONAL views irrespec- tive of whatever DOD. USAF. Major Air Comand. or local directives and policy that may exist. Please DO NOT SIGN YOUR NAME or the name of your installation. This will afford you with complete anonymity. Directions are contained where appropriate. 1. The Major Air Command to which I was assigned imediatelz prior to M present assignment to this installation we . a. (cross ppp erroneous res nse I was assigned to aw current installation (prior to) (after Lurch 1968. 2. I have been in the Security Police (including Air Police) career field for years and months as of 1 April 1969. n r my 3. I have been on active duty in the Air Force or other branch of the Aimed Forces for years and months as of 1 April 1969. n r W 3. gcheck one) I an assigned (as full time duty or as an additional uty as: A Security Police Training Officer. A Security Police Training NCO. Neither of the above: please explain in a few words: 5. The approximate population (military personnel. dependents. and civilian employees) of this installation is thousand. Tn'fib'e'r‘)‘ 6. This installation is located approximately miles from the m nearest city with a population of 50.000 and approximately (nfir) miles from the nearest city with a population of over 250.000. r total) Security Policemen assigned to this installation. 7. There are a roxinate mill and civilian (combined pp 1’ ram-7 W 8. There are a flute Securi Policemen rforming a law PD” 13' W W P9 enforcement function (such as base patrol. town patrol. pass and identi- fication. etc.) as opposed to a security function at this installation. 182 183 9. Mthin the law enforcement function at this installation (che___c_k one a Only military Security Police personnel are used. Only civilian Security Police personnel are used. Both military and civilian Security Police personnel are used. No personnel are employed in a law enforcement function. 10. Since 1 March 1968 (check one): There has been—_— a new Chief of Security Police assigned to this installation. There has been a new Director of Security Police assigned to this installation. There has been both a new chief and new director assigned to this installation. There has been neither a new chief nor a new director assigned to this installation. OPINION DIRETIONS. The remainder of this questionnaire deals with rsonal opinions concerning Security Police training and education. Secu- rifi Police professionalism. and Security Police-commity relations. LRCIE NJ NW___E_R_ DIRBETLY BELOW THE CHOICE MEI___C__H LET ANSWERS HE FOLIDmG-I— QUESTIONg-fi 1 . I consider the current over-all Security Police Training Program to gongenerally effective in developing professional . competent Security 0 cemen. STRONGLf AGREE AGREE DO NOT KNOW DISAEREE STRONGLY DISAGREE 2 3 5 2. I consider the current Security Police career developaent course to gougenerally adequate in developing professional. effective Security 0 cemen. STWNGLIY- AGREE AGREE m NOT KNOW DISAGREE STRONGLY DISAGREE 2 3 l} 5 3. I would favor the career developnent course being rewritten into a programmed text such as used in the general military training program. STRONGLE AGREE AGREE IX) NOT KNOW DISAGREE STRONGLY DISAGREE 2 3 1+ 5 4. I would favor a greatly expanded version of the career developnent course which would cover more areas and treat them in greater depth. STRONGLjI AGREE sagas no NOT Know DISAfiREE STRONGLY DISAGREE 3 5 5. I consider extensive and intensive training essential in order to develop an effective professional Security Policeman. STRONGLE AGREE AGREE 11) NOT KNOW DISAtG’REE STRONGLY DISAGREE 2 3 5 184 6. I consider most Security Policemen throughout the Air Force as well trained in most facets of our Job. STRONGLY AGREE AGREE IX) NOT KNOW DISAGREE STRONGLY DISAGREE 1 2 3 ll 5 7. I feel that Headquarters USAF has sufficient detailed guidance available in current directives to assist me (or require of me) to effect good relations with: a. The military oommmity (i.e.. personnel living in base housing. m, 913cc). ES NO 1 2 b. The civilian ccmunity (i.e. . visitors to the installation and/ or civilians encountered by tom patrols). YES NO 1 2 c. The local civilian police. DB N0 1 2 8. I emphasize effecting good oomunity relations throughout my training program. IE“: NO 1 2 9. I conduct specialised classes concerning commity relations. YES NO 1 2 10. I need material added to my training program concerning comunity “huOnBe IES N0 1 2 11. (place an ”X” b__e___fore alla apprppriate responses) In nw unit. class instruction is given in the following areas: Individual human behavior Interpersonal relations Human rehtions Semantics for Security Policemen Police-minority group relationships Civil rights The socialising process The American culture Public relations English usage Security Police appearance. bearing. behavior. and ethics __Handling of disorderly conduct cases __Handling of domestic complaints 185 12. Are there any other courses or subject matter taught in your unit that you conceive of as pertinent to comunity relations? YES NO 1 2 a. If yes. explain or list briefly b. If possible . please enclose a copy of your training syllabus . 13. W Security Police unit has a poor relationship with the civilian Police. STRONGLY AGREE AGREE IX) NOT KNOW DISAGREE STRONGLY DISAGREE 1 2 3 1+ 5 11+. My Security Police unit maintains frequent contact with the local Police. STRONGLY AGREE AGREE IX) NOT KNOW DISAEREE STRONGLY DISAGREE 1 2 3 5 15. W Security Police unit's relationship with the military conmmity (personnel living in the housing area. barracks. and BOQ) is highly p_n_satisfactory. STRONGLY AGREE AGREE DO NOT KNOW DISAGREE STRONGLY DISAGREE 1 2 3 1+ 5 16. W Security Police unit's relationship with the civilian comunity (visitors to the installation. civilians encountered by town patrols . etc.) is highly _upsatisfactory. STRONGLY AGREE AGREE m NOT KNOW DISAGREE STRONGLY DISAGREE 1 2 3 4 5 17. In the final analysis. effective commity relations is not as significant to the effective accomplishment of my security mission as it is to the effective accomplishment of the law enforcement mission. STRONGLY AGREE AGREE m NOT KNOW DISAGREE STRONGLY DISAGREE 1 2 3 it 5 18. In nv Security Police unit (check gpg): There is a vigorous program aimed at improving community “baa“- There is a moderate program aimed at improving comnmnity “htionSe We have little or no program aimed at improving our commuty relations. Please explain in a few words 186 19. Place an "X" by the phrase which BEST describes how you feel your Security Police unit is regarded by: a. The military comunity Unprofessional. One of the worst Security Police units in the Air Force. Not too competent. As good as any other Security Police unit. A good and impartial law enforcement unit. Highly competent and professional. Not a law enforcement unit. b. The civilian comunity Worse than the local civilian police. As good as the local civilian police. Better than the local civilian police. Different from. but still: worse as good as better than the local civilian police. c. The local civilian police Not too competent as a law enforcement unit. As good as any other military police unit. A good law enforcement unit. Highly comptent and professional. Not a law enforcement unit. 20. During the past year my Security Police unit has initiated the fol- lowing projects or drives to benefit. help. or improve the military or civilian commity or parts thereof 21. In general. how well do you think the Security Police are trained? They are trained very well. They are trained not so well. They are trained very poorly. Undecided. 22. How much of your training time is used in teaching things that do not seem important to you? A lot of it. SO” Of its Only a little of it. Almost none of it. Excellent—little room for inprovement . Basically good but needs to be expanded. Fairly good but limited to only security duties. Poor—a virtual waste of time. Some other opinion. Eacplain 214'. How adequate do you consider the CDC? Excellentnlittle room for improvement. Basically good but needs to be expanded. Fairly good for teaching security but not law enforcement. Poor-wit contributes little to the professional performance of Security Policemen. A mete of time—does little to prepare a man for his job. Some other opinion. hhcplnin 187 25. IMPORTANCE EVALUATION RATING SCALE. You are asked to place an "X“ in the appropriate block below to show how significant you feel each type of subject matter uould be in the successful accomplishment of the Secu- rity Police mission. the bettering of comunity relations. or the enhance- ment of Security Police professionalism. SUBJ 133T MATTER DEBREE OF IMPORTANCE HIGHLY IMPORTANT F AIRLY IMPORTANT LITTLE VALUE WASTED EFFORT Comunication problems between people P Human relations Police public relations and courtesy Human behavior Controlling prejudice American urban development Civil. rights legislation Negro history Police-minority group relations Police ethics Social groups—in the community Juvenile procedures hndling of dnmk and disorderly incidents Personality and behavior More emphasis on law enforcement duties—an expanded coverage Investigative duties ‘ UCMJ Civil rights movements 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. APPENDIX D PROJETS LISTED BY SEEURITY POLICE UNITS T0 WC}? MEIR COMMUNITY REIATIONSI'EIPS Provide honor guards for public ceremonies and civic groups. Provide ceremonial support for burials. Attend meetings with civic leaders. Speaker's Bureau (provide speakers on various appropriate topics). Provide safety lectures to school children. Conduct school guard training. Initiated a "Stop Crime Program.” Conducted a ”Look Your Can—Prevent Auto Theft" campaign. Conducted a ”Use Your Seat Belt” campaign. Conduct "open house" of Security Police facilities. Participation in Armed Forces Day activities. Conducted speed surveys . Active in ”Big Brother" program. Active in "Good Neighbor" program. Help train local police. Sponsor and guide school safety program. Sponsor pistol match. Aid various charities. as well as participate in fund drives. Sponsor Explorer Scout program. Assist driver improvement program. 188 189 Support an orphanage. Sponsor local peace officers' luncheon. Assisted Golden Gloves Tournament. Conducted bicycle safety program. Conduct courtesy patrol. Sponsor a Junior deputy program. Hand out Security Police assistance cards. Volunteer for searches for mssing persons. Volunteer blood donor program. Sponsor Christmas charity prom. APPDIDIX E mnsmm'lcmcs OF mammal Inasmuch as the conclusion as drawn that the independent variables analysed were largely uninfluencial on the various responses. a few statistics will here be rendered. Since the data calculated for the NOOs closely approximated that of the officer sample. only the lat- ter will be presented. No single variable analyzed achieved the five per cent significance level. The data reflected was selected as being the most obvious influencing variables. Indemndent Variable 2 urveIz ;2 Si icance Size of Security Police Unit (W155) gm e94 “‘13 Bean 6 .71 8 .04 9 .09 13 .93 15 .10 16 1.00 17 .06 18 1.90 23 2.34 Base Population3 8 .60 «=3. 7.82 9 2.64 15 1.48 18 .19 1Descriptive statistics such as Mean. W (1min). and Mode and Chi-square (22 ) associational measure‘re employed. Discussed in Harold E. Yuker. A Guide to Statistical. Calculations (New York: G. P. Putnam's Sons. 1958 . 2Mission orientation and unit size were closely relatedularge units tending to be security oriented and vice versa. 3Grouping: (1) 11 bases. 1.200-8.000. (2) 16 bases. 5.000-9.500; 190 191 As is apparent from the foregoing. the data yielded insignificant Chi-squares (with a probability of .90 - .995). Additionally. several Fi's were less than one (in numerous instances more than 20 per cent of the Fi's were less than five). thereby. further invalidating the lindted inferences which could be derived from the xz's. For these reasons it was deemed inappropriate to continuously present insignificant Xz's throughout the body of the thesis. or to present the totality of Xz's in this appendix. In addition to the above. it should also be noted that the limited numbers involved in the total analysis placed an obvious con- straint on the over-all conclusions concerning the noninfluencial effect cf the various factors analyzed. Had a larger sample been conducted. it is conceivable that some of the variables might have revealed themselves as influencing factors on the various responses to the survey. (3) 16 bases. 10.000-18.000; (4) 9 bases. 20.000-35.000: and (5) 2 bases did not respond. TillifiililjlllllllfllT