Running

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Defective Body Worn Cameras

Steven Shea

University of San Diego

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An officer heroically captured a mass murder suspect minutes after the incident. The

officer indicated she activated her body worn camera (BWC), but nothing was recorded while

the suspect gave incriminating statements. Although some inside and outside the agency

believe the officer is lying about activating her BWC, there is significant evidence to suggest

that the BWC did not activate due to a flaw in that particular brand of BWC. In anticipation of

resistance to arguing in favor of retaining the officer, the following techniques are to be

considered when making the case.

Understanding the primary cause of the resistance is important to determining the best

techniques to diffuse the resistance. In this case, it appears that the chief, may be trying to

fix blame , or have false expectations that have not been addressed (Cloke & Goldsmith,

2011, p. 277). The mass murder at the mall has garnered national, and even international,

headlines due to the death toll. The failure of the BWC to record the suspects statements,

regardless of the cause, has put the case against the suspect in jeopardy and has caused great

embarrassment to the chief. It is not surprising that the chief would want to affix blame as a

way to explain the mishap.

The first technique in communicating with the chief is to draw out her ideas on the

subject before I begin my presentation (Cloke & Goldsmith, 2011). The goal is to determine if

my assumption is correct regarding the motivation for resistance to retaining the officer is a

desire to place blame. It is important to utilize open-ended questions that are detailed and

respectful without presupposing the answers (Cloke & Goldsmith, 2011).

The next technique for the meeting with the chief is to, Respond respectfully and

nondefensively, acknowledging and addressing [her] concerns first (Cloke & Goldsmith, 2011,
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p. 52). It is important to address the chiefs concerns before beginning my presentation

regarding the defective BWCs and retaining the officer (Cloke & Goldsmith, 2011). I must

consider the chiefs experience in the matter and demonstrate genuine regard for the

seriousness of the situation (Cloke & Goldsmith, 2011).

The third technique for addressing the matter with the chief is to, Separate positions

from interests (Cloke & Goldsmith, 2011). The purpose is to determine what the chief wants

versus the reasons that the chief wants it (Cloke & Goldsmith, 2011). For example, the chiefs

position may be a desire to demonstrate to the public that she will not stand for officers failing

to activate their BWCs. However, her interest may actually lie more in getting to the root cause

of the circumstances and showing the public it is being addressed.

Once I have successfully shifted the conversation to the interest of determining the true

cause of the mishap, I can present my findings that the BWCs purchased by the agency are

defective. Once the chief is willing to acknowledge the BWCs are defective, we can work on a

strategy to explain the problem to the district attorney and the public. We can also work on a

plan to replace the BWCs as quickly as possible in order to avoid similar situations in the future.

Once the interests of the chief have been met, we can discuss retaining the officer in this case.

In working with the chief to reach a positive conclusion, it is important to understand

her resistance to retaining the officer. Once her motivation is clear, I need to draw out and

better understand the chiefs thinking on the issues. I need to be careful to respond

respectfully and nondefensively, not only due to her rank but also to gain her trust in the

matter. I need to adequately separate the chiefs issues from her interests so we can

collaborate on a resolution to best meet those interests. Finally, by working in collaboration to

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solve the issues with the BWCs we can work to save the officers career.

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REFERENCE

Cloke, K. & Goldsmith, J. (2011) Resolving conflicts at work: Ten strategies for everyone on the job.

San Francisco: Jossey-Bass.