610 1-1 Danial Mahone Response Being a member of a military organization, followed by a para-military organization, conflict is handled differently in a military organization, as conflict is usually handled with orders and commands, which, due to the Uniform Code of Military Justice (aka Army Law) must be followed. This makes conflict slightly easier to resolve in this environment, as people’s feelings don’t really tend to matter as much. In a civilian organization, or a para-military organization, however, conflict takes a little more finesse to resolve properly. Currently, our organization has come under the command of a new chief of police. While most of us really like and respect this chief, he is doing something that makes every police officer cringe: creating change. A good way to describe the mindset of most police officers is that we hate how everything is at our organizations but want nothing to change. As you can imagine, a new leader coming in and beginning to change things up causes some high blood pressure among the troops. Currently, our biggest issue is an issue of manpower and retaining officers. We are currently operating approximately 80 officers short of full staffing. So the problem would be defined as: The Police Department is currently experiencing a higher than average attrition rate within the ranks of its police officers. In measuring the problem, it should be noted that the department has averaged approximately an 8-10 percent attrition rate over the past several years. The current attrition rate, however, is currently closer to 20 percent. Conducting an analysis of the problem is probably the most important part in attempting to solve the problem. Why are officers leaving? If you look at our department’s historical attrition rate, it is almost always evenly split between officers retiring and officers getting hired into federal law enforcement positions (or taking active military duty assignments). So between retiring officers and officers resigning to join federal agencies that has led to our average 8-10 percent attrition rate. Now, however, we are seeing a large influx of officers resigning to leave law enforcement completely. Additionally, it has become much more difficult to hire new officers for various reasons that we can get into at a later time (Cappitelli, 2018). Thus, the attrition rate of the police department has increased to between 15 and 20 percent, depending on the month. When it comes to improving our attrition rate, it needs to be understood that this is an issue which will take some time to correct. It is important that each resigning officer be given an exit interview in an effort to determine why they are choosing to leave the department, or law enforcement in general. These exit interviews must encompass a large enough group of resigning officers to give an adequate sample size of reasons for resignation. Only then can the department begin to implement fixes to the problem. Using any type of academic model always comes with the caveat that academia is not real life. So while these models can be a good tool in analyzing a problem within an organization, they tend to skew toward a “perfect” scenario when in reality these perfect scenarios never really exist. Depending on the type of conflict in question, it may not be possible (or advisable) to implement a quick fix. Sometimes, fixing problems takes longer than we would like. People tend to want issues resolved NOW, and are not willing to wait for the proper fix to be worked out. The key to this type of situation is open communication within the organization. Let the members know that you know there is a problem and that you are currently working on a fix to the problem. Keeping employees informed can and will go a long way in preventing too much agitation with the process. Reference: Cappitelli, P. (2018, December 13). 5 of the Biggest Issues Facing Law Enforcement in 2019. Retrieved from https://www.policeone.com/chiefs-sheriffs/articles/482372006-5-of-the-biggest-issues-facing-law-enforcement-in-2019/
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