Note
Caption title.
"November 1988"--Page 1.
"This is one in a series of reports originally developed with some of the leading figures in American policing during their periodic meetings at Harvard University's John F. Kennedy School of Government. The reports are published so that Americans interested in the improvement and the future of policing can share in the information and perspectives that were part of extensive debates at the School's Executive Session on Policing (1985-1991)."--Page 1.
"NCJ 114211"--Page 7.
"U. S. GPO: 1989-241-714180024"--Page 7.
Résumé
"The concern of this paper is not the reduction of police accountability but rather its increase and strengthening. In a sense, there is a paradox. Those mechanisms that have seemed most certain to ensure control (command and control systems) have created the illusion of control, but often little more than that. Other mechanisms of control recognize and promote the use of discretion by police officers. These mechanisms, such as auditing, rewards, and peer control, offer significant opportunities for increasing officer accountability. From this brief discussion of managing police culture and accountability, it is clear that we do not believe that community policing threatens police accountability. Rather, the proper management of community policing adds additional opportunities for the maintenance of accountability in police organizations."--Page 7.