Robert Barton Case Study Essay

Case Study: Officer Robert Barton (org- 343)

Robert Barton was a high school graduate, and he came from a small town before he joined the police department in a big city. His few months at the city proved difficult at first. Slowly but surely he learned to assimilate the new subculture that demanded camaraderie among his fellow officers and formed bonds of loyalty and secrecy. Soon they all mutually supported one another. Officer Barton’s goals were to preserve the peace and to protect people and society from criminals. He valued individual rights and the due process of law. Then, he quickly learned to accept the norms and values of his peers. A few years later, he was reassigned to join the Gang Task Force. The group shared values, attitudes and beliefs related to their work. They became successful at controlling gang activities however conducting them illegally was common. At times, they did illegal searches and made arrest even without probable cause. Officer Barton tried to adhere to his personal values but needed to be recognized, be supported and be approved by the group. He felt compelled to

sacrifice his standards just to achieve acceptance and status from the group. Eventually, his sense of right and wrong became irrelevant and being with the group became the means to an end. He rationalized the group’s actions as a real need to preserve peace in the communities.
1. Using concepts related to groups and group dynamics, explain what happened in this situation.
The group interacts and shares a common goal that is to reduce gang activities. This interaction leads them to share a set of values, attitudes, and behavior that create a stable relationship among its members. They form subculture based on their interactions. As a result, they produce a greater effect than if they worked independently. Officer Barton continues to join and remains in the group despite sacrificing his personal values to have positive outcome and that is for the group to become successful. He wanted to stand up for what he believed in but he wanted to succeed as well. He knew he needed his fellow officers to achieve his desire to become a good police officer. Consequently, he adhered to the subculture of his group to be successful at reducing gang related crimes. At the least, his goals of preserving the peace and protecting people and society from criminals were met.
2. When does group cohesiveness cease to be positive and become pathological?
Group cohesiveness ceases to be positive for police officers as they work under stressful conditions that draw them into camaraderie.

They identify with the group and get support by strengthening their relationships with each other. Also, cohesiveness increases an individual and group performance (More, Vito & Walsh, 2012). In cohesive groups that value productivity, it is typical to expect the highest levels of performance. On the other hand, cohesiveness can become pathological as well. When there is a conflict between the objectives and the needs of its members, cohesiveness has a negative effect on their performance. In addition, cohesiveness of a group discourages individuality, critical thinking, and innovation (More, Vito & Walsh, 2012). Any ideas or behavior outside the group is seen as illegal, divisive, and absolutely

unacceptable.
3. Are subcultures in police work inevitable? Explain.
Subcultures in police work are inevitable. It starts with the recruitment process. They are screened and selected based on how well they fit the police mold (More, Vito & Walsh, 2012). Also, in the academy, police begins to develop the subcultures within the group since they are separated from the society. Then their on-the-job experiences draw police officers more deeply into the police subculture. It does not take long for an officer to learn what acceptable behavior is. As they interact with the group, they develop norms particularly important for that group. As a consequence, they think, behave, and operate by the same rationale as their fellow officers.
4. What steps might you take, as a police administrator, to prevent this from occurring?
The peer pressure and group solidarity that exist within the subculture of police officers could result in deviance in law enforcement. Police misconduct includes use of excessive force, civil rights violations, racial discrimination and criminal activity (Belmonte, n.d.). In addition, police deviance includes corruption that is when officers engage in the abuse of authority for personal gain. The development of police character such as aggression, cynicism, and conservatism could explain deviance through subculture of policing.
As a police administrator, to prevent any of these deviances from occurring, it is best to recognize officers exhibiting these characters early on. By using a management system that analyzes data on reports such as citizen complaints and use-of-force, early intervention would be implemented. They would undergo counseling or training to correct any issues. Also, disciplinary actions would be administered fairly and explained fully. Policies would include supervisory discipline and harsh punishment, and zero tolerance on police abuse would be the message in conferences and meetings. In addition, a clear policy of the department’s ethics would be discussed. Most importantly, a strong leader needs to exemplify the best example to his/her administration. A police administrator needs to honestly show other officers that the agency cares for their well-being and that their opinions are taken seriously (Belmonte, n.d.).
Conclusion
Officer Robert Barton wanted to become a good police officer. He had values that would make him a distinguished officer. However, the subcultures in policing changed those values. He detached from his personal views to be accepted by his task force. The group was successful at controlling gang activities. He needed his fellow officers to become successful, too. Although cohesiveness is a positive attribute, it can have an adverse effect as well. Cohesiveness discourages critical thinking that is vital in police work. It would have enabled Officer Barton to question the legality of their actions. It is understandable that Officer Barton could not escape from the subcultures of policing as they are inevitable. Subcultures begin from the recruitment process and develop more later on. A police administrator needs to recognize officers who has received complaints from citizens and has records of excessive use of force. Early intervention through training and counseling are necessary to correct these problems. In addition, a police administrator needs to communicate effectively to his/her officers that their views matter, and that they are fundamental to the success of the agency.