Most individuals in the workplace will admit they have formed some bias concerning their colleagues or subordinates. The overall impact is greatly misunderstood and, largely ignored by Upper Management or Owners. All day long, we make decisions focused on preferences, stereotypes, personal history and experiences.
We do not readily comprehend our belief system is constantly called into question and that it impacts employees up and down the corporate ladder or for business interaction with clients, customers and, more generally, the public. Medical institutions, including physicians’ offices, mistreat patients without even recognizing it. The system operating through our criminal justice institutions as crime control purports to be colorblind, but it maintains a racial hierarchy or an undercaste of individuals barred by custom from mainstream society or fair treatment.
Some biases are unknown but predictable. We learn from the media, which bombards us with their daily impressions and opinions; but then there is all the training and conditioning received from teachers, professionals, experts, religious leaders, friends and family that predetermines the basis of all our assumptions. Assuming we were highly trained psycholinguists, there is much to be taken from our language and communication skills and what we regularly impart to one another.
Bluntly put, it is human nature to profile and to confirm social ranking; but it must be changed. We appear to overlook the more positive information serving our traits of intuition and deliberation. We adhere to old dogmas of the past rather than recognize the benefits of diversity and cultural competency factors. Diversity does not have to offer this huge hurdle. Our progress through time is the result of tremendous choices and articulated discontent and open debate.
Fear cannot turn us against each other or allow anyone to peddle fiction that governing authorities or the police have sufficient excuses for their aberrant misconduct to harm any group. The government is no different than the private sector and bound by the law. To that end and objective, there must be a tremendous showing of loyalty to the entire community. Over the top claims or exaggeration of these dangerous times as offering potent excuses for aberrant misconduct and illegal wrongdoing should cease. Our present political arena of individuals competing for attention and the vote indicates the allowance for pure bashing, which has become acceptable. This trashes our whole system and it does not solve the ongoing corruption. We must reject any politics that targets people and I heartily recommend the reading of a past New York Times bestseller, The New Jim Crow, by Michelle Alexander. Published some years ago, it could not be more true…
We have the opportunity to emerge stronger and better through the use of advanced technology and equipment. Individuals around the world are currently operating all this new technology. The global marketplace must dictate a new interdependence upon each other rather than foster the same cultural clashes.
We must all retool and rethink our biased notions and prejudices so as to determine a new future. Bonds of trust must be built from the bottom up for sustainable communities or we shall have lost what has been achieved.
The Workplace Fixer has solutions based on three decades of litigating workplace problems and issues for Corporate/Business, Medical/Institutions/Physicians and Police/Government entities. Continue to follow my blogs at my website www.workplacefixer.com.
The Workplace Fixer for Hire and Consultation Service
Former Labor Attorney Specializing in Police and Social Reform
As we enter the New Year 2016, City and Town Administration alike, must re-invent their whole police chain of command to accept the ethical responsibilities that goes with wearing a uniform and carrying a gun to control peace on the streets.
New oversight and supervision including a re-training program to the written Rules and Regulations is an immediate requirement. Past training techniques at the Academy, roll call or at ad hoc seminars have obviously not met the stated objectives of those in charge. The newly hired ‘Experts’ will not fix the problem. Investigation and report-writing, particularly gathering false or limited or late statements is an apparent failure. A rigid enforcement tool does not exist by reason that Supervisors themselves forget or ignore the existing regulatory measures etched in stone. There are too many lapses of formal protocol to begin to list here but it has become quite evident that problematic Police Departments like Chicago must re-invent themselves, and this should become a universal proposition. The public will not be silenced; and the issues will not go away…
Therefore, the Workplace Fixer proposes the following as a positive start to the New Year:
2. Elovich will conduct separate classes for teaching officers at all ranks to begin to understand and eliminate their own unconscious bias. The level of attention to how Commanders, Supervisors and Officers make their daily decisions based on self-styled preferences, stereotypes, personal beliefs, family history influences and experiences must be raised to the forefront to avoid pre-j judgments, which are causing public havoc and complete mistrust, internally and externally. Human nature tends to profile by way of conditioning and schooling of beliefs from various sources but the Chain of Command and Officers need not act upon such biased notions, or, they are, and, remain Unfit for Duty.
3. Police goals shall be developed to: Unlearn prejudice and to recognize and manage the bias being carried out to the streets, and, lastly, to teach new methods of dealing with a personal bias affecting decisionmaking out on the streets, and within the Police Department, itself. Discrimination and retaliation or “official reprisal” activity must end. There is a huge difference in holding a bias, and acting on that bias, and the lessons can be taught within a small group squad and seminar-like atmosphere, where individuals, at all ranks, are required to appear and open up to recognize their own proclivities and routines. Again, Supervisors must be proactive and open up to their own conflicts.The Police can be re-invented before the public, but there are still more changes needed.
Elovich remains open to frank and candid discussion…..
The Workplace Fixer has solutions based on three decades of litigating Police failings. Continue to follow my blogs on my website and also at my Linkedin site under “Wendie Elovich”.
The Workplace Fixer
Former Labor Attorney Specializing in Police and other Social Reform
Before the close of 2015, Chicago faced still more police challenges… the killing of a nineteen year old male and still another innocent female bystander. No one wants to talk about the frequency of friendly fire deaths, anywhere. It never makes sense; no excuses should be tolerated nor cover-ups through the Chain of Command. However, the father’s call to the Police Department may be even more disturbing (or confounding) along with the rapid filing of a lawsuit two days after his son’s death.
Assuming the son was so “gifted and smart, charitable and perfect” by the father’s descriptions during interviews and the honor student merely grappling with some vague emotional issues, then the Police need not be ‘summoned’ to the scene in the first instance to solve a family problem. The father or other family, friend, anchor, religious or psycho social Advisor should have taken control of the circumstances.
In the past, the Community knew to call in its clergy or trained social workers for psychological help and assistance to prevent incidents of some undefined hysteria from erupting into something more – violence. The very question for all of us to answer: Was this really domestic violence or necessary police action?
Our daily lives seem to be marked by emotional outbursts coming from different sources, but should we expect the Police to have sufficient training or education to calm the rage and ranting of our children at a bedroom door or within the interior walls of the home environment?
Chicago’s problems are every big city’s issues today, and, small towns are no longer the exceptions, but why? There is now a much larger, looming and challenging, mandate for all Municipal Administration, and, it evolved out of the changes of time and new clashes of cultures and intolerance. There has always been a war of the haves versus the have nots but more recently, we live side by side with what we consider voracious competitors to limited resources, housing, jobs and rising material needs or wants. Perhaps, out of the emerging diversification of City life itself, traditional notions of decency, right and wrong values, have literally melted away in favor of the changes deemed necessary by newly angered youth and the increasing group of jobless, who are frustrated by the facts of limited opportunities.
Bluntly put, the clash of cultures suggests a hybrid force of interaction between those who have ability, training and definite community interest at stake to come forward and monitor and assist its own residents, at all ages….and to partner with the Police.
Rioting and chanting voices for new methods of investigation and training in the Police Department are still not taken seriously. Repeating old practices and hiring of the same field of “experts” will not end the public outcry and dispute….
Chicago must adopt a new motto for 2016 – no Police fatalities, no fatal flaws in the system! Proper and timely conclusion to this investigation is critical in light of these two recent deaths. Cops in Uniform must abide their own Rules and Regulations, and the Administration must re-think their protocol for enforcement.
The Workplace Fixer has solutions based on three decades of litigating Police failings. Continue to follow my blogs on this website and also at my LinkedIn site under "Wendie Elovich".
The Workplace Fixer for Hire and Consultation Service
Former Labor Attorney Specializing in Police and Social Reform
“No Allegiances - Work for 2016”
Wendie Elovich is a unique player in Police Reform, independent and neutral, with no political or other agenda. She has devoted herself to Police clean-ups for almost three decades. Her steady goal was to keep informing Police Departments of the discrimination and color ladder, which plagued inner cities and hurt employees.
Early on, it became apparent that the same internal discriminatory bias flowed out into the streets, and, also hurt community residents. For years, the lure of power and authority has been tremendous to attract police candidates to the workforce. Commanders harbor a stiff belief that they now have a pragmatic diversified workforce, which can handle all the issues that keep cropping up. Obviously, these assumptions have been proven false as the media continues to report daily problems between the public and those who are charged to protect us.
Knowledge is power and there must be new corrective action and training to satisfy the public, and, create a calm and peace on the streets. Everything amiss causes a chain reaction.
The Workplace Fixer is an expert in discrimination and retaliation methods and the meaning and enforcement of the Rules and Regulations. Elovich recognizes the nexus between growing fear, frustration and excessive force. Literally speaking, Officers are rendering themselves unfit for duty, by failing to adhere to the existing protocol tools - the Rules and Regulations set down in stone for compliance.
As well known, Law Enforcement Officers, including the whole Chain of Command, have a fundamental duty to safeguard lives and property, and to protect the innocent against deception, the weak against oppression or intimidation….Official duties extend to protect the peace against violence or disorder, and to respect the Constitutional Rights of all persons to liberty, equality and justice.
The Code of Ethics of every Police Department across the Country demands that personal feelings, prejudices, animosities or even friendships to influence decisions, be set aside in favor of the Badge of Office, worn as a symbol of public safety and public trust. Wearing a uniform of law enforcement is, and should be, a prized achievement of each and every Officer.
The Workplace Fixer wants to come into your Police Department to coach and re-train Officers - nothing else will satisfy the public!
Your Supervisory Workforce including the highest Commanders are much too entrenched in the problems to establish the required training, or, real positive solutions. Hiring big law firms or local individuals to rubber stamp the same misconceptions will not resolve anything. Bring the Workplace Fixer to your City.
Go to my website, www.workplacefixer.com and fill out the form or go to my Linkedin site, Wendie Elovich, and leave me a message, and we will move forward for the new year. You can also email to ElovichLaw@gmail.com.
The Workplace Fixer
Former Labor Attorney Specializing in Police Reform
Watch for Future Posts and Continue to go to My Website, www.workplacefixer.com, as well as my Linkedin, Wendie Elovich, in the new year for the Following:
The Workplace Fixer
More to come……
Email to: ElovichLaw@gmail.com
The following is a checklist for cleaning up corruption, and ending discrimination. City Government officials must fully participate to ensure best practices:
1.Eliminate Undue Command Influence, in every aspect of police operations.
2.Establish real and proper Internal Affairs Division Investigations with time limits: for civilian complaints, two weeks and ensure accountability to the public. Issue Preliminary Findings, even if other Government agencies will have ongoing investigation, County, FBI or otherwise—No excuses, full transparency of possible wrongdoing. (Forget collective bargaining agreements – wrongdoing should be the exception).
3.Take action to issue Retention Orders for immediate recovery of body camera evidence, video, surveillance, photographs taken in the area, dispatcher tapes and all taped communications within the precincts pertaining to the issues and/or crime or public complaints. Everything is taped on internal precinct telephones and mark the telephones accordingly – save all tapes, do not record over them. Private cell phones should not be used an as alternative to further conspiracy theories of communications between the Officers and the Chain of Command.
4.Take action against officers, at every rank, with excessive force complaints of any kind! Narcissists cannot be retrained; these individuals resent any effort to diminish or challenge their authority. Major discipline measures are warranted and removal from service must be considered. Higher Officers or preferred Officers are constantly forgiven for their indiscretions. Civilian complaints are ignored or deemed unfounded. This is a cover-up of the real problem!
5.Establish real and proper Internal Affairs investigations for the rank and file or supervisors. Listen to all complaints and investigate regarding adverse employment action, discrimination or reprisal. There should be two-week limits and a response to those complaining. With a fair interview, complainants can freely talk without fear of reprisal and discriminatory tactics. These complainants will inform the Administration exactly who are the “bad cops” causing problems (internally and out on the streets).
6.The Internal Affairs Division or Professional Standards subunits or the like require comprehensive new training techniques and methods. These are critical agencies within the Police Department and there is not enough training nor sufficiently trained personnel assigned to these Units. They keep the Police Department honest and preserve the entire integrity of the Police Department! Investigators need to be properly retrained to recognize the lapses and omissions within the Department and the aberrant misconduct of Officers out on the street. “Fear cannot drive Officers to harm citizens…”
7.Investigators, Detectives and the like must be retrained, how to listen, question and interview to obtain fair and neutral reports, including report writing for IOPs and CAPs. Implement yearly evaluations to determine their actual skillsets or limitations. Officers of color or ethnicity or of the female gender are often ignored for transfer into the Internal Affairs Division or Professional Standards or Medical Service Units but they have real sensitivity to work place issues or community complaints.
8.Eliminate coaching of witnesses or badgering of civilians or the rank and file to obtain any pre-ordered disposition of a case or matter, line-up or photographic identification.
9.Punish those who issue false statements and reports. Progressive discipline has meaning, but not for deliberate misconduct or to aid and abet wrongdoing or for punitive retaliatory adverse employment action taken by Supervisors against their subordinates.
10.Eliminate the discriminatory bias existing within the Police Department, which marks daily activity, assignments, tours, selection to Precinct over time and other fringe benefits, and, more specifically, promotions into the Supervisory ranks.
11.Focus on the role of women in the Police Department and develop new strategies of how to utilize the female Officers and Supervisors. Fraternizing should end. Desk jobs are not an answer to Equal Employment Opportunity and women seeking to escape dangerous work conditions are not meant to wear a Police uniform. Gender neutral assignments and promotional methods must become standard practice.
12.Token promotions are unacceptable within a diversified workforce. If needed, assist Officers of any ethnicity or gender taking tests for promotion to enter into study groups and encourage them to seek advancement. Offer training to develop the greater skillsets. Remember that Officers assigned to graveyard shifts will not have real opportunity to study or if they lose their weekends they likely have limited study time.
13.Determine why certain Officers fail to get ahead on promotion exams and eliminate one out of three rules or the like which offer discretionary authority for pre-selecting favorites or profiling.
14.The Municipality and Administration must scrutinize what you believe is a diversified workforce and encourage your Officers at every rank to sit down to meals together and socialize – outside of paid functions. Fire Departments purposely designate Firemen to cook a meal, where everyone sits down together to enjoy it. They become an interdependent cohesive workforce and their behavior is modified to render emotional supports and stability. Internal discriminatory bias presently exists in every Police Department across the Country. There is no surprise that the same discriminatory bias will carry out into the streets.
15.Discrimination training is a must and no one is an exception. We all carry bias and the Police Department fosters a color ladder within the Precincts. (More to be explained)
16.Roll call training on protocol must be required. Officers at all ranks ignore the Rules and Regulations, General Orders, Director’s Memorandum and the like. If you test your Officer/Supervisors, they no longer actually recall their obligations or conduct rules, under all formal written protocol measures that guide their daily activities and all Police operations. It is long forgotten from their Academy days of training. Random seminars are not enough – let the Workplace Fixer come in to teach the Rules and Regulations and, more importantly, the Attorney General Guidelines and Mandate that underscores all formal regulatory methods. The Police Departments have tools that are not being utilized but they do not have teachers! Police are not cut out to be teachers.
17.Recognize the true meaning of a Para Military Organization, which follows Rules and Regulations.
18.Establish universal body cameras and comprehensive surveillance equipment throughout the City. Do not tolerate missing footage – it is purposeful spoliation of evidence.
19.Establish a whole new Review Board situation to determine wrongdoing and scrutinize all Police Operations within the Municipality. The Review Board cannot be comprised of individuals, who rubber-stamped past decisions of a failing Police Department. There will never be real improvement within the Police Department nor an end to the corrupt tactics. The same individuals get picked that purportedly appear liberal and non-biased but their work experience is still not sufficient to overcome the obstacles of a failing Police Department. There really needs to be a Think Tank Operation brought in for an overhaul and retraining. The Attorney General’s Office does not have the Work Task Force to uncover or identify corrupt Officers and their methods and tactics so as to carve out corrective action and a full-blown remedy! The Workplace Fixer can do it…!
20.Encourage open sessions between Officers and the Chain of Command to meet and discuss their problems. No Superintendent or Director of Police or Commander should be afforded any opportunity to ignore a grievance or complaint. Record these sessions for a transcript to issue so no one can expect reprisal. Any retaliation that follows must be looked at as protected activity and a remedy offered to the complainant. The same open sessions should be offered to the public so that they can air all their complaints. Nothing should be ignored because the Administration can negotiate peacekeeping measures, now and for the future.
Remember this is a mere checklist and the Workplace Fixer wants to come in and establish positive corrective action and remedies. Seminars are helpful but there must be a concentrated retraining program in cumulative effect to establish real change and end the corruption, discrimination and retaliation harming the community and ultimately the Police Officers at every rank. The Police are meant to be heroes and heroines – you are our last safeguards against anarchy and the present terrorism that threatens our Country!
A Conspiracy Within The Chain of Command Caused The 400 Day Delay And Failure Of Accountability
City Government Must Set The New Standards And Take Corrective Action For Remedies – Hire The Right Superintendent.
The easy excuse issued by Police Departments for not releasing any video, photographs or other critical evidence in an investigation is continually found in statements that the same is subject to an “ongoing investigation”. The standard refrain is: “We have the County or FBI or other Government Agencies looking into wrongdoing….” “During the investigation we cannot release anything…” This poor excuse must cease. Bluntly put, there must be transparency and accountability within the Police Department, itself. At a minimum, preliminary findings of wrongdoing should have been made public – even if it only focused on spoliation of evidence. Neither the Union or Collective Bargaining Agreement is calculated to protect Officers pursuing excessive force but that is left for another day and, more concrete findings.
To make clear, Police Departments are not excluded from any obligation to preserve evidence like all other entities. Retention Orders should be mandatory. By way of reminder, spoliation of evidence is the intentional, reckless, or negligent withholding, hiding, altering, fabricating, or destroying of evidence relevant to a legal proceeding.
Here, the Chicago Superintendent (or any Director of Police) should have issued immediate Retention Orders to keep all video and surveillance tapes, possible photographs and dispatcher or other internal Police operation tape recordings, intact and available. In today’s times, body cameras are a necessity, even if too costly. Privacy issues for Officers are secondary issues. The entire Chain of Command are intended to be working within the scope of their official duties from the time they commence their tours and until they sign out from their Precincts. Private cell phone communication should be banned unless it involves official duties at work and then it cannot be used in lieu of official communication channels to cover up police wrongdoing.
In Chicago there was an undeniable conspiracy within the Chain of Command to cover up all the wrongdoing and it extended for no less than four hundred days. Then, the Department had to admit it lost video and likely, much more surveillance than revealed in your interviews with recent media. Excessive force complaints are definitely not new incidents in Chicago nor in any City around the Country. Courts and Presiding Justices pretend there is no possibility to a conspiracy theory or cover-up operations but something must be done to uncover the extent of the problem challenging all our Police Departments. Covert measures are undertaken almost daily to protect City Treasuries from litigators, and it does not just occur in the City of Chicago. The removal of the Superintendent, Gary McCarthy, definitely made sense, but did not go far enough.
The City of Chicago and its Administration must consider a whole new independent Review Board situation to determine wrongdoing and scrutinize all police operations and focus on “Undue Command Influence”, and the almost pragmatic tool of a conspiracy, which follows public outcries. The Review Board cannot possibly be comprised of the same individuals or likeminded individuals, who rubber-stamped past decisions of a failing Police Department. There will never be real improvement within the Police Department nor an end to the corrupt tactics by establishing the Review Board you selected. The same individuals get picked that purportedly appear liberal and non-biased but their work experience is still not sufficient to overcome the obstacles of Chicago’s failing Police Department. There really needs to be a Think Tank Operation brought in for an overhaul and retraining of the entire workforce. The Attorney General’s Office does not have the Work Task Force to uncover or identify all the corrupt Officers in the Chain of Command and then totally delve into their methods and tactics so as to carve out the necessary corrective action and a full-blown remedy deserved by Chicago citizenry and, more specifically, under the facts and circumstances that led to the crimes still being reported, past and present.
Undue command influence is a frequently avoided subject. Nationwide, there is a prevalent police dilemma, which can be corrected but only with a real focus upon the origin of the problem. The police have always maintained they are a paramilitary organization, however, there are rules regarding Undue Command Influence, which should factor into every investigation. The Commander, whether designated as Superintendent of Police or Director of Police, or, by any other name, may not order a subordinate to dispose of the complaint, investigation or case in a certain way. Further, the Commander or his Chief, Deputy Chiefs and other Supervisory Personnel or Business Managers with the City Administration, may not have an inflexible policy on the disposition of a matter, or, the method and tools for investigation and punishment to be imposed. All the standards and formal protocol are plain written for absolute police constraint, at all ranks, including the “Top Brass” and are found in the strict Rules and Regulations, Directors Memorandum, General Orders, in each and every Police Department across our soil. Moreover, there are Attorney General Guidelines more aptly described as the State requirements, which must be followed.
Internal Affairs Division Investigations rising to complaints of excessive force or due to possible criminal violence by police personnel have been deliberately mishandled within Chicago. In simple words, there are no excuses for any four hundred day delay of any kind. All the forensic experts and litigators familiar with these cases from years of experience, know that any proper investigation could have been competently completed within a two-week timeframe, including interviews. Nothing should have ever been destroyed insofar as surveillance, video, photographs or tape recordings, which would have depicted those involved in a cover-up scheme. Supervisors throughout the ranks had to have issued cogent instruction and orders to destroy the very relevant and critical evidence needed for the Court Case at bar.
Has anyone looked back to the Superintendent’s history in the City of Newark? Certainly, the media captured all your words of appreciation for Gary McCarthy’s specific input, and dedicated service to Chicago and, more specifically, for reducing violent crime stats. Others commented upon the fact that he ignored civilian complaints so the statistics were skewered. Did you know that Gary McCarthy actually issued a Director’s Memorandum or Order (new protocol) during his appointment as Newark’s Director of Police to destroy dispatcher tapes after a brief time and re-use those tapes. The accepted rationale behind the decision was that the Newark Police Department would eliminate negative taped communication between their City dispatchers and outside complainants, or, as it impacted the Chain of Command operations, which facts surfaced later in litigation. In full effect, evidence disappeared for purpose of a proper investigation at the NPD Internal Affairs Division or for other purposes so the County or FBI could not get a real scrutiny of all the wrongdoing within the Police Department.
Newark actually held Rice Hearings, named after one audacious Council Member, to determine the basis for all the poor morale within their Police Department and recorded the testimony of those complaining about the Department run under this Director. (The Hearings were shut down after several sessions but with no explanation). All the transcripts still exist concerning the testimony and corrupt, discriminatory and retaliatory methods exposed during those Hearings. Additionally, the City of Newark found itself subjected to its own Consent Order for the Attorney General’s Office to step in and investigate all the corrupt wrongdoing. Both civilian complaints and minority officer complaints were explored in great detail before the Attorney General’s Office was permitted to intervene and determine some outcome. Numerous clients of mine were interviewed pertaining to their claims and lawsuits. What happened thereafter has remained the greater mystery and the same flawed system still exists.
Suffice it to say, Chicago took on a Superintendent with issues pertaining to his leadership. McCarthy left behind very real and exasperating problems in the City of Newark, which went unresolved. Grievances were continually filed to him for solutions but were ignored. The short list follows and may be a mirror of some of the problems challenging the City of Chicago:
Thus, there was no accountability nor transparency during the time of Gary McCarthy’s appointment to the City of Newark, but Comstat Reports routinely reflected the improvement of violent crime out on the streets. Others published reports that civilian complaints were mostly ignored in favor of providing successful stats.
At my website, www.workplacefixer.com, I have started a blog and listed numerous, easy fixes, that is, corrective action for Police Departments across the Country. I have provided a checklist for cleaning up corruption and ending discrimination methods. It is not intended to be a comprehensive lesson and it is just a learning tool. Your City is just the tip of an iceberg and we are experiencing a meltdown of the protections needed during this new era of international terrorism. We all need to believe in our Police Departments.
The undersigned waged battles against police corruption methods for three decades. I highly respect those that protect us. I developed a website known as The Workplace Fixer for the purpose of achieving greater solutions. I remain available for dialogue to any Police Department or any Government Agency or entity seeking solutions…
The Workplace Fixer
There are numerous items that have become the subject of litigation against hospitals, but one hot and evasive topic is nurses' complaints. Issues arise daily and are brought to staff meetings, huddle gatherings, peer reviews, and, more generally, the purported 'open forum,' where anyone can get up and air their grievance, but the outcome is fairly predictable.
The individual challenging or articulating nursing problems will ultimately obtain retaliation in the workplace.
Physicians, Chairs of Departments, Nursing Managers, Charge Nurses or the like do not want to confront the very real problems caused by understaffing or differential treatment amongst the varying categories of nursing staff. Older nurses and age discrimination bias are presumed to have been eliminated as any issue with the subtle tools of reduction of workforce. Nevertheless, there are still aging nurses endeavoring to keep their jobs during these difficult economic times, as well as the younger nurses.
Many nurses recognize the past efficiencies of personalized care in the hospital setting must remain a constant despite the altered and heavily regulated protocol mandates, which places their jobs in jeopardy if they fail to conform. The required scheduled breaks do not exist for the greater group or are improvised.
Nurses of all ages are confounded or frustrated by double shift requirements or on-call services, which compromise them and their family obligations. Probation criteria varies, despite all the written Manuals or ongoing Memorandum which circulate to the staff for even, non-discriminatory treatment.
It appears certain that there are privileged exceptions to the 'hard and fast rules' which are noticed, and regularly become the substantive fodder of idle conversations, and, more particularly, when discipline is intended to be imposed. It is another critical fact that nurses are schooled from all parts of the world, and their original lessons may be culturally bound and wrought by family or religious chosen notions, or coupled with odd instincts of rejection. In truth, Americans of all races, ethnic identity, size and character description have learned some prejudice, which interferes with their ongoing human exchanges and interrelationships, whether it be amongst co-workers, or how they react to their Superiors, or their patients.
Nurses, like everyone else in the work environment, carry 'baggage,' and the more they perceive preferential treatment goes out to youth, or the more favored profiles, including those who take advantage of some "protected traits," then the whole team becomes less efficient and expectations amongst them drop or diminish and ultimately impact patients.
A different forum 'mediated' by an outside neutral has become necessary for a critical change in overall patient care. Hospitals, and even acute and non-acute medical facilities, must compete with all the other institutions in the area. It does no good to pretend that your hospital setting is the exception to the rule. Instead, it is high time to facilitate a real opportunity for communication changes amongst nursing staff, including all assistants and technicians. A wholly new mutual respect pathway must be carved out such that each individual recognizes the potential contribution of the other nurse, assistant or technician working beside them or with other patients.
Nurses must be taught to put aside all the extraneous side issues. The Workplace Fixer seeks to lead these discussions in open seminars, no reprisal action to follow. Hospital Administration needs to hire this outside consultant, who comes in knowledgeable and aware of the nurses' real complaints and their problematic workday. The overall objective shall never be to stir up more problems but, rather, to fix the work environment so that the nurses can continue to succeed!
Media everywhere has been focused on uncovering the statistics pertaining to recent police killings of blacks! The disturbing questions raised now by video mistreatment of Tamir Rice, Eric Garner, Walter Scott, Michael Brown and others cannot rest on pure forensic investigations or tainted studies, or the outcome becomes totally misleading to decide whether these individuals would have been killed by the same Police Officers, if they had been white.
To pretend there is no special insight into the psychology of some of these Police Officers who have become known for such harmful, egregious and shameless misconduct, time and time again, within their own Police Departments is utterly ridiculous. Bluntly put, racial bias exists such that the Internal Affairs Division, Professional Standards Units and other sub-agency Human Resource offices within the various Police Departments keep gathering definite material proofs to recognize their own problematic wrongdoers, but the complaints of residents in the community are routinely 'quashed' or ignored on thin tenets preserving the contract rights of those in uniform or due to the resounding echoes of the Blue Code of Silence.
For the more blatant discrimination cases, with street riots, or where families hire skilled legal practitioners, monetary settlements are made too fast and easily so as to bury the truth of all the efforts of the supervisory workforce to act in concert with these wrongdoers.
Simply put, Judges do not want to hear conspiracy theories and the resulting causes of action. Ivory tower theorists and others want to subscribe to a facile and easy logic, instead of overhauling the Police Chain of Command, who willingly have participated in known illegal activity. A resort to mandatory routine daily discrimination training is now desperately needed to prevent these killings or use of excessive force so as to garner a new public trust and confidence. More importantly, Administrators and Commanders need to get rid of the known habitual wrongdoers and stop exonerating or dismissing the complaints made against the offending Officers.
Let us publish the "Concise Work History" and "vague" discipline records of the various wrongdoers, who come under public scrutiny. More frequently in litigation than the attorneys or the judiciary shall admit, past complaints or recordkeeping or ongoing investigation by the Internal Affairs Units are deemed protected or privileged and withheld based on contract rights, "motive," or other evidentiary exclusions, or, just intentionally buried in internal police vaults such that the attorney fails to secure sufficient proofs to take to the jurors. (The Judges have a strong hand in this injustice, but that is left for another day of discussion.)
It is widely suggested and pretended that Police Departments constitute a diversified workforce, which must have meaning to citizens, jurors and the whole community-at-large so as to eliminate the prevalent facts and outcome of raw scathing data relating to police bias and prejudice that can be measured in the internal recordkeeping evolving from residents and the subordinate minority workforce complaints, in aggregate.
Perhaps, the FBI Supplementary Homicide Reports may be skewered like other investigations, although its data remains plain-written: Police killings are a race problem with African Americans being killed disproportionately and by a wider margin to their white counterparts with police bias likely a responsible factor… Any reporter who tries to reconcile the statistical data with a piss poor logic that African Americans have a larger number of encounters with Police Officers does actually miss the entire scene of overall discrimination caused by the wrongdoers within their own Police Department work environment. All those facts are covered up and that must also be unraveled to make sense of the cumulative raw data incidents.
Racial bias and discrimination commence in the Precincts and stationhouses, and then flows out into the streets. Police bias may be hatched before hiring and may have been well hidden at the time of the original psychological fitness tests and never shown at the Police Academies. It does not take higher education or degrees to contemplate how to defeat or overcome psychological evaluation. The Police Officers who I represented over decades explicitly revealed their methods and the weakness of the tests and Academy training. Daily squad training for assignments was usually poor and certainly did not teach new recruits non-discrimination or non-harassment practices.
Naturally, there are some Police Officers (bad apples, if you will) who carry forth discriminatory baggage, that is, real racial bias, instincts and inclinations! As these Officers move up the ranks, they are permitted to flaunt an abuse of authority to the subordinate minority Officers assigned to them. Those facts are known because there are complaints routinely being filed and ignored -- sometimes as grievances. Police Departments operate as paramilitary organizations with stated Rules and Regulations, General Orders, Director's Memorandum and the weakest protocol enforcement is that directed to discrimination and retaliation issues in the workplace. Discriminatory and retaliatory methods and practices go against every Rule and Regulation, which should have been properly taught at the Academy, will go unnoticed until it is simply too late.
Literally put, Supervisors, whether they be Sergeants, Lieutenants, Captains, Deputy Chiefs, or Commanders, are being allowed to harm their subordinates in intentional and deliberate manner. There is an "Undue Influence of the Command" that flows down to the ranks to wreak havoc in ongoing discriminatory reprisal action. That fact of Undue Influence, in and of itself, must be scrutinized to get to the real data of police biased action in the Department and on the streets.
Race crimes are tied to our localized social institutions and allowances. Michelle Alexander has well comprehended the American criminal justice system is itself an instrument of racial oppression and she depicts the new Jim Crow range of profiles.
We must re-train our Police Officers and virtually eliminate all the methods and tools of long honed discrimination and retaliation.
Look for more blogs in the future from the Workplace Fixer regarding the Newark Police Department, largest in the State of New Jersey. What happened to the Rice Hearings and the Attorney General's Consent Order to monitor the Newark Police Department and report its findings to the public? An independent source, distinct from all City Administration and the politics of past Administrators or Police Commanders, must be brought in to establish Newark Police Department failings and teach daily non-discrimination methods.
Newark presently needs a separate think tank operation and the Workplace Fixer, with 30 years experience knowing Newark's police bias, wants to give input.
Through time, I have become increasingly aware of the required medical solutions needed in physicians groups, hospitals and various institutional settings. The following are intended as helpful hints and this includes acute and non-acute, skilled nursing care, rehab, or even nursing home facilities.
Patient or resident charts must be seriously scrutinized by effective managers to determine all the daily shortcomings set forth in the 'official' recordkeeping. All too often, I have become aware of nurses and the subordinate staff, who cannot take time to access computers to complete their charting, input vital signs or critical information regarding patient care, which is then placed on a glove, paper towel or throw away material. This information is not then translated to the record, whether computerized or manual. Each institution must be diligent to incorporate sufficient protocol into their system so as to augment the deficiencies. There must be a program implemented where Nurse Managers and Physician Chairs actually protect the official records and their staff, in turn. The demands on staff are huge, and the more successful institution (or even physician office) must confront the daily challenges of constant turnaround of patients. New protocol and monitoring must be advanced with nurse managers, or other hands-on managers, including physicians, to become proactive to enforce and re-enforce secure patient recordkeeping.
Sometimes, the emergency department of the institution does not even have sufficient software on their computers to flag critical missing information regarding patient care. There is no reason that the software on computers is not consistent from one department to another within any institution. Hospitals and the like cannot rely on outside sources or third party vendors to ensure the official charts or recordkeeping. Time stamped physician/nurse recordkeeping can be easily accessed and altered by the host service and same is not acceptable practice. Internal metadata review is necessary and requires new attention.
As situations turn critical, or patient care fails, the official recordkeeping is vital and cannot be compromised. Skilled Attorneys easily recognize when the recordkeeping has been altered or manipulated for litigation purposes.
…more recommendations to follow from the Workplace Fixer.