NYPD V. William Bratton Case

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William Bratton walked into a number of challenges when he was appointed Commissioner of the New York Police Department in 1994. He stepped in to police a city that had been experiencing high levels of crime and that housed an agitated public eager for its needs to be met. His task of reducing crime, and effectively improving the quality of life for the citizens of New York City, was made more difficult due to the constraints imposed by working in the public sector as well as the organizational inefficiencies and demoralization of the department that he inherited. The NYPD was desperately in need of an overhaul internally if it was going to achieve any sort of success in improving crime control. First of all, and most importantly, was the…show more content…
He began shifting the Department’s strategy from a reactive, efforts-based approach to a proactive, results-based approach. He focused on preventing crime before it began by sending more officers out on patrol rather than having officers sit in offices waiting to respond to 911 calls. He followed the “broken windows” theory and his police force went after “quality of life” misdemeanors with the belief that enforcing such misdemeanors would lead to a reduction in more serious crimes as well. In addition to pushing officers to be more proactive in the fight against crime, he introduced new performance measures that monitored managers’ plans for action and such action’s results. Prior to these measures, and in other police organizations across the country, work had been gauged in terms of effort (e.g., how many 911 calls were answered). Technology helped greatly with this initiative and CompStat meetings became the new norm in monitoring…show more content…
This will ensure that officers feel valued and will heighten their intrinsic motivation. An emphasis on achievement would be made stronger by appealing to the officers’ emotions. As Dan Heath discusses in the video “Want Your Organization to Change? Put Feelings First,”¹ people change as a result of feelings, not knowledge. Some ways to play to the feelings of officers could be explaining specific examples of a particular police officer making a difference in a particular community or sharing specific stories of city residents whose lives have been affected for the better by actions taken by the Department. This practice should start at the police academy level and continue up through the

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