Cop Stops Fellow Cop From Choking a Handcuffed Man, She Was Then Beaten and Fired

[JonLP24]

56. Mollen Commission found the NYPD's unwillingness to do something about the corruption

more troubling than the corruption itself.

A police department can easily be infected by widespread "noble-cause corruption" or unconstitutional policing

Noble cause corruption in policing occurs when good officers substitute in their personal values for the values of the profession and the law. It is an ends-justifies-the-means rationalization associated with public service wherein officers break the law to enforce the law. It is unconstitutional policing; an illegal use of authority and power, but not for personal gain. Rather, the objective is to rid society of its predators, no matter what the means, as an ultimate goal.11 This is when officers cut corners to circumvent the constitutional guidelines promulgated for them in their profession and rationalize such illegality as a means to an ordered end. Granted, the end is a noble cause (cleaning up the streets they police), but the means used is the less-discussed side of noble cause corruption.

Such street-level rationalizations cloud the police mission and, when discovered, undermine the efforts of those in the profession who are committed to just ends. Whether citizens arrested are murderers, rapists, pedophiles, drug dealers, or terrorists, they are society’s predators and it is law enforcement’s job to put them away. Yet bending (or breaking) of the law under a police rationalization that such ends (incarcerating society’s predators) justifies the use of illegal means (violation of predators’ constitutionally protected rights) is a critical issue that must be addressed in training curricula. The planting of evidence, falsified testimony, privacy violations in information gathering, and the arbitrary detention of citizens without legal justification are examples of noble cause corruption.12 Illegal fishing expeditions by law enforcement can result in exclusion of evidence, as so-called “fruits of the poisonous tree,” and dismissal of all criminal charges. The American Exclusionary Rule was specifically carved out in U.S. Supreme Court case law to prevent constitutional noncompliance by the police.

http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=2339&issue_id=32011

Law enforcement agencies go to great lengths to recruit, hire, and train only the most qualified applicants—candidates who have already demonstrated a track record of good moral values and ethical conduct. Similarly, most officers support the agency, its values, and its mission, performing their duties ethically while avoiding any misconduct or abuse of authority. Yet despite the best efforts of organizations everywhere, it seems that one does not have to look very far these days to find examples of police misconduct, particularly in the popular press.2 Even more disturbing, however, is that many of the officers engaged in immoral or unethical behavior previously demonstrated good service records, absent any of the “evil” typically associated with corruption or abuse.

While it is probably true that at least some of the officers who engage in illicit activities managed somehow to slip through the cracks in the hiring process and simply continued their unethical ways, this account fails to explain how otherwise good officers become involved in misconduct. The purpose of this article is to familiarize law enforcement managers and supervisors with the cognitive rationalizations that can contribute to unethical behavior. The article also offers strategies and suggestions intended to mitigate misconduct, before it actually occurs, by developing a culture of ethics.

<snip>

Decades of empirical research have supported the idea that whenever a person’s behaviors are inconsistent with their attitudes or beliefs, the individual will experience a state of psychological tension—a phenomenon referred to as cognitive dissonance. 4 Because this tension is uncomfortable, people will modify any contradictory beliefs or behaviors in ways intended to reduce or eliminate discomfort. Officers can reduce psychological tension by changing one or more of their cognitions—that is, by modifying how they think about their actions and the consequences of those behaviors—or by adjusting their activities, attitudes, or beliefs in ways that are consistent with their values and self-image. Generally speaking, an officer will modify the cognition that is least resistant to change, which, in most cases, tends to be the officer’s attitudes, not behaviors.

One of the simplest ways that officers can reduce the psychological discomfort that accompanies misconduct is to cognitively restructure unethical behaviors in ways that make them seem personally and socially acceptable, thereby allowing officers to behave immorally while preserving their self-image as ethically good people. The following is a partial list of common rationalizations that officers can use to neutralize or excuse unethical conduct:5

http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=2290&issue_id=12011

This isn't stats showing which is more but it explains how police misconduct can spread like wildfire within a department.