The Need for HIGHER EDUCATION

By Napier, Mark | Law & Order, September 2005 | Go to article overview

The Need for HIGHER EDUCATION


Napier, Mark, Law & Order


Law enforcement has undergone a series of evolutionary steps in the last 50 years. Police officers have gone from minimally trained and poorly equipped to highly trained and equipped with advanced technologies. The professional model of policing continues to exert influence over this evolutionary process. The public has come to expect better-educated, more professional officers.

Reactionary police service is no longer deemed acceptable. Communities are looking to their law enforcement agencies to be community problem solvers and community partners. Community government is beginning to view law enforcement leaders as an integral part of the local government management team, not just enforcers of the law.

This progression has prompted a rethinking of the need for higher education in law enforcement leaders. What once might have been considered preferable is now rapidly being captioned, implicitly or by inference, as a requirement.

Until recently being a good cop and of sufficient tenure was all that was required to advance through the ranks. The police leaders of today face issues that exceed the intellectual bounds of simply being a tenured member of the agency and being capable of competently doing police work.

Society has begun to look at problem solving as a responsibility of law enforcement. We now have to engage strategies that exceed those competencies required for reactive service. Many agencies are looking to Compstat-like programs as a platform to attack effectively crime problems.

Compstat requires police leaders to understand crime analysis information, identify social strains in the community that contribute to crime problems and mount innovative strategies to address problems while bringing all stakeholders to the table. It is clear that communities are increasingly looking to their law enforcement agencies for a much different type of service than they have in the past.

Complexities of the incident command system place exceptional demands on police leaders. Law enforcement is facing more dynamic incident scenes and scenes that pose greater complexity of those in the past. We now look to local law enforcement as one of the first lines of defense in homeland securities issues. September 11, 2001 forever changed the previously captioned ideas about law enforcement as first-responders.

Law enforcement leaders must be able to take command of complex incident scenes, see the big picture complexities of the presenting issues and respond effectively using incident complex command protocols. Police leaders did not face this on a similar scale even 20 years ago.

The acceleration of technology in law enforcement places increased demands on law enforcement leaders. Within the career of most of our current senior managers, high technology might have been considered the advent of a portable police radio. Twenty years ago, the prospect of having mobile computers in police cars was unimaginable.

Law enforcement leaders today must make complex decisions about what technology to acquire, how to finance it and how to best utilize it. These are not simple issues. They involve substantial financial investment and mistakes can adversely operational effectiveness. Having the wrong technology in place, or using the right technology ineffectively, can be worse than not having the technology at all.

Law enforcement leaders today are required to confront meaningfully complex social issues. An example is the contemporary issues of bias-based policing and racial profiling. These are not issues that can be adequately understood or effectively addressed without some grasp of social science. Responding to these issues from the construct of what is good for the law enforcement agency, or what the agency leadership comfortably understands, will lack sufficient depth to address the underlying issues.

It is important to realize that these are issues which segments of our communities have long-standing sensitivities. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

The Need for HIGHER EDUCATION
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.