The man shot by Vallejo police after he leveled an assault rifle at them in a Starbucks on Sunday was being sought in connection with the shooting of a toddler in Suisun City earlier in the day, police said in a press conference Monday.Adam Pow
George Xeng Fang’s criminal history includes hitting his wife and cutting her hair. In July, a jury found him guilty of shooting his unarmed friend in the back after Fang falsely accused the victim of hiding Fang’s estranged wife.
GRAND RAPIDS, Mich. (AP) A 23-year veteran of the Grand Rapids Police Department has been arrested for failing to report an accident and operating a motor vehicle while intoxicated.The 46-year-old officer was arrested Sunday morning by state police after
Rob Duke's insight:
No one's above the law any longer. DUI or DV, any felony, or any crime where there's a victim. You might not get a jaywalking ticket, but that's only because you'd give that warning to anyone....
To reach black America, police need to break down blue wall that protects implicit bias, bad cops
Rob Duke's insight:
How can you defend against a charge of implicit bias? It's like claiming that you're harassed by an invisible man. It's impossible to prove either way.
I don't know the answer, but it's one of the bigger problems facing police today. If we don't figure out ways to explore this issue with our communities, then we'll have solutions dictated to us, without our input......
When employees speak up, companies benefit. Thus not surprisingly, lots of leaders say they want to encourage their employees to speak freely, whether it’s by offering creative new ideas, identifying process improvements, or even calling out unethical behavior. But several studies suggest that leaders often undermine their own efforts to get employees to speak up.
Research by Ethan Burris, for example, has shown that leaders generally react quite negatively to employees who challenge them, even when employees do so constructively. Employees trying to resist certain changes or demands in non-hostile and constructive conversations are more likely to be labeled poor performers by their supervisors.
In ongoing research we are still conducting, we are finding that supervisor retaliation can go further than that. In a recent study, we examined the question whether those employees who speak up to their supervisors in constructive yet challenging ways are confronted with more abusive leadership.
We collected data from employees across a wide array of different industries in Belgium. Email invitations were sent to employees of these organizations requesting their participation in a web-based survey. These employees were then asked to invite a coworker familiar with their work to participate as well. We ended up with 138 employee-coworker dyads (for a total of 276 subjects). The employees answered questions about how abusive their supervisor was, while the coworkers answered questions about how much constructive resistance the employee showed towards his or her supervisor. Our analyses (while controlling for differences in education and industry) revealed that the more that employees were perceived by coworkers to show constructive resistance towards their supervisors, the more likely the employees were to rate their supervisors on a validated scale as showing abusive behavior towards them. Examples of abusive behavior included asking whether their supervisor ridiculed them, were rude, invaded their privacy, or gave them the silent treatment.
For managers who want to avoid these pitfalls and foster a speaking up culture, the research suggests several takeaways. One important one is to actively embrace constructive conflict. Rather than waiting for employees to speak up – thus risking their own professional reputations – start a debate. A structured debate can force multiple perspectives out into the open.
Another is to regulate your emotions. Whenever you feel threatened by something an employee says, think about whether you want to escalate a potential conflict further before you react. Don’t shy away from stating — in a direct and constructive way – your own point of view. But don’t let negative emotions come pouring out.
Finally, be aware of cultural differences. In some cultures, speaking directly is the norm; in others, people will say nothing but still mean something. In some cultures, for example, subordinates may not challenge leaders openly but may still disagree with you. In others, a blunt critique may just be the start of a good discussion.
For employees trying to speak up, we suggest starting by building trust. The simplest way to do this? Be good at your job. The primary cue for leaders to trust their employees is that those employees show that they are competent in the work they do. Of course, cultural differences in building trust also exist. In many Western countries, the idea exists that initially trust needs to be given by the leader to see how well employees will do, whereas in many Asian countries, it is tradition that the leader expects their subordinates to show that they deserve his or her trust.7
It’s also important to speak up as early as possible. If you do not provide feedback as early as possible, conflicts and frustrations are likely to build up, which ultimately may result in abusive responses.
Finally, of course, employees also have to regulate their emotions. Try to come across as a professional by being in control, and adopting a cooperative attitude. Make clear that you understand the complexity of your leader´s job and that you speak up to create joint value.
Building speaking up cultures is, on the whole, a good thing. However, senior leaders should be wary of encouraging employees to speak up without also training their middle managers in how to respond. Wise companies encourage both their managers and their employees to communicate candidly, without dysfunctional repercussions.
Rob Duke's insight:
This is important for a police department, too. Our employees are the closest to our communities, but we hitch them to a rigid organization where the safest course is to follow the policies with pedantic glee. The employees that do not follow this tactic are often ostracized by the organization. This is unfortunate.
But, employees won't communicate unless there are "safe" ways to do so. We need effective communication systems and ones that behave in honorable ways. Clearly, you can't go off on every wild goose chase, there are some employees that would pull the fire alarm just to experience the glee of watching the chaos. One way to better channel employee communication is to hold periodic visioning exercises, goal setting workshops, and have open and fair budgeting processes so that employees feel connected to the plan. There should also be fair and effective appraisals (I'm partial to the balanced-scorecard, though every system is susceptible to becoming dogma and ritual--which defeats the purpose). We also need to have a system by which employees can make suggestions (to lodge complaints, "blow the whistle", alert the organization to strategic opportunities, and cry out when it's time to slam on the brakes), but also hold them accountable to be constructive and bring potential solutions (and the willingness to solve problems and conflict). Finally, every good organization has a good dispute resolution process and practices fairness.
The complaint states that Landis allegedly said of Campbell, “If he doesn’t want to work here, he can go back to his thug life! I don’t care but he won’t quit so I guess I am gonna have to do it for him.”
This news organization was provided with recorded audio that matches those words and purportedly was said by Landis.
“His demeanor, and his actions to me resembled a bully,” Landis told investigators. “And that is what I call a bully.
“The term, that does not have a color to me. That doesn’t have a race, or anything.”
The allegation also claimed Landis said, “Thanks for keeping up on the sign-offs and keeping Little Hitler off my back. Not the little (sic) over here, the Little Hitler over there.”
The complaint also said Landis made reference to corrections officers wanting to “string him up” and “lynch” regarding possibly changing days off schedules. Banks — who is white — said the comments were racially insensitive and that he was offended by them.
Rob Duke's insight:
Good grievance policies and a mediation program could have prevented much of this....
Brenda Riley was the first person to come to the aid of Fairbanks Police Sgt. Allen Brandt after he was shot by an unidentified assailant in the dark early hours of Sunday morning.
Riley, the executive director of the Fairbanks Children's Museum, said she had just returned from a black-tie fundraising event and was getting ready for bed when she heard multiple gunshots outside her downtown Fairbanks home.
"I reached over and looked out the window and saw a police car speed off. I saw that there was somebody on the ground and I knew that wasn’t right, that a police officer would never leave somebody on the ground," Riley said when reached by telephone Monday afternoon.
Riley threw on a robe, slippers and a vest and ran across the street to where Brandt lay on the ground, critically injured by five point-blank gunshots to his legs and chest. Shrapnel from Brandt's body armor had also seriously injured his left eye.
Riley said Brandt was still conscious and was radioing police dispatch when she reached him.
"I just held his head and did that mom thing of 'Look at me, look at me, stay with me,'' Riley said. "He was saying, 'My eye. My eye,' and I was saying, 'Everything’s going to be OK.' His leg was pretty bad, and I just focused on his face and tried to keep him from slipping into shock."
Riley stayed on the phone with a dispatcher until emergency responders arrived and took over. When asked if she was afraid that Brandt's assailant might return and hurt her, Riley said the thought crossed her mind but that it didn't stop her.
"I was scared for myself and scared that Sgt. Brandt wouldn't make it," she said. "My brother is a VPSO in Kiana, and I would want someone to do the same if he needed the help."
FBI Director James B. Comey told a gathering of police chiefs that despite a wave of protests prompted by fatal police shootings of black men and boys, “Americans actually have no idea” about how often police use force because nobody has collected enough data.
Los Angeles, CA – Eight months after the LAPD killing of Jose “Peruzzi” Mendez – the 16-year-old killed by LAPD, and four other police killings of young Chicanos in Boyle Heights, an Oct. 6 call-in day action was organized by Centro CSO. “It felt good to call DA Jackie Lacey’s office today,” says Juan Mendez father of Jose “Peruzzi” Mendez.
A newspaper's analysis of five decades of Chicago Police Department data shows a small number of officers had racked up more than 100 complaints each and that only an extremely small number of reports resulted in an officer's dismissal.
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