{"id":36822,"date":"2017-08-01T00:01:08","date_gmt":"2017-08-01T04:01:08","guid":{"rendered":"http:\/\/www.policechiefmagazine.org\/?p=36822"},"modified":"2017-08-10T11:17:27","modified_gmt":"2017-08-10T15:17:27","slug":"thoughts-real-risk-management","status":"publish","type":"post","link":"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/","title":{"rendered":"Some Thoughts on Real Risk Management"},"content":{"rendered":"<div id=\"_idContainer276\" class=\"Object-Style-1 _idGenObjectStyleOverride-4\">\n<p class=\"ARTICLE-TEXT-Drop-Cap-2014\"><span class=\"_idGenDropcap-2\">H<\/span>ow did law enforcement take the broad discipline known as \u201crisk management\u201d and try to put it into a box, limiting it to \u201cthe safety\u201d stuff or the \u201ccode enforcement\u201d stuff? Risk management is bigger than the ergonomics issue. It is bigger than the insurance issues. It is bigger than the subrogation and indemnification issues. It is bigger than all these issues added together!<\/p>\n<h3 class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\" style=\"color: #000080;\">Risk in Law Enforcement<\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">To a law enforcement executive, sometimes risk can seem like something that happens only to other law enforcement organizations. After all, one might be a smart, hard-working chief who hires good people. The agency might seem to be immune to the kinds of issues that make headlines.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">However, risk is ubiquitous. Everything in law enforcement operations involves a level of risk. If an agency is hiring people\u2014there is a level of risk involved. They are firing people\u2014there is a level of risk involved. An officer is backing up a patrol car\u2014there is a level of risk involved. An individual is unloading a shotgun at the end of his or her shift\u2014there is a level of risk involved. An officer is putting blood-stained clothing on a rack in the evidence room to dry\u2014there is a level of risk involved. An agency employee is performing an internal affairs investigation on a \u201cdirty\u201d cop\u2014there is a level of risk involved. A detective is dealing with a confidential informant\u2014there is a level of risk involved. An investigator is prepping an affidavit for a search warrant\u2014there is a level of risk involved. In other words, <em><span class=\"PALATINO-NOVA-PRO-ITAL\">everything<\/span><\/em> in law enforcement operations involves a level of risk.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">At the same time, if law enforcement leaders accept that risk is ubiquitous, it\u2019s easy for them to fall prey to another myth: Leaders can\u2019t stop bad things from happening; risk is out of their control.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">That point is where an understanding of real risk management is valuable.<\/p>\n<h3 class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\" style=\"color: #000080;\">Risk Management in Law Enforcement<\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">\u201cReal\u201d risk management is the process of identifying risks and potential risks and then developing and implementing control measures\u2014policies and procedures\u2014to address those risks. When policies and procedures are properly designed, kept up to date, and fully implemented, law enforcement leaders can better protect themselves, their personnel, their communities, and their organizations.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Successful private sector organizations recognized the need to practice active risk management decades ago. How is it that Southwest Airlines has such a phenomenal safety record? How is it that UPS has such a great safety record in truck operations? How is it that Intel has such a fantastic safety record on its fabrication plant construction projects? These companies have all made a commitment to \u201creal\u201d risk management.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">The modifier <em><span class=\"PALATINO-NOVA-PRO-ITAL\">real<\/span> <\/em>is essential to this point. Many public sector organizations, including police departments, say they have a risk management program in place, when, in reality, the \u201crisk manager\u201d is addressing injury claims (post-occurrence) or handling human resources issues (post-occurrence).<\/p>\n<p class=\"ARTICLE-TEXT-2014\">That is not risk management. Real risk management is the process of addressing problems lying in wait<em> <span class=\"PALATINO-NOVA-PRO-ITAL\">prior<\/span><\/em> to a tragedy or incident.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Unfortunately, most law enforcement agencies do not practice real risk management. One indicator of this weakness is where risk management typically falls on agencies\u2019 organizational charts. It\u2019s rare for risk management to even make it onto the organizational chart, but if it is there, it is often on the lower levels, with little influence or power. Often, risk management is not a stand-alone function, but rather a function shared by human resources. Agency leaders need to ask themselves if their risk manager really is a risk manager or if risk management is another assigned duty for someone with little or no background or education in the field of managing risk.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Once law enforcement leaders accept that risk is everywhere in law enforcement and that risk management must be integrated into the organizational hierarchy, they can move on to the next phase of real risk management: devising a plan to tackle the risks specific to their agency. This involves a three-step process:<\/p>\n<p>1. Recognize the real risks facing the agency.<\/p>\n<p>2. Prioritize the risks in terms of severity and frequency.<\/p>\n<p>3. Mobilize the needed resources (personnel, time, budget, tools) to build systems that mitigate the risks.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Of these steps, recognition is not just the first; it\u2019s also the most important\u2014it\u2019s clearly impossible to manage risks that are unknown or unidentified.<\/p>\n<h3 class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\" style=\"color: #000080;\">10 Families of Risk<\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Considering all the tasks law enforcement personnel perform and the components involved in getting those tasks done right, it\u2019s easy to see that law enforcement agencies face thousands of risks. Rather than becoming overwhelmed and concluding that there is no way to manage all these risks, police executives can use an organizational system that enhances the ability to recognize and prioritize risks.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Specifically, risks can be sorted into 10 \u201cfamilies\u201d of risk.<\/p>\n<p><strong>Figure 1: The 10 Families of Risk in Public Safety<\/strong><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-36827\" src=\"http:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Real-Risk-Management-Figure-1-1.jpg\" alt=\"\" width=\"1229\" height=\"351\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Real-Risk-Management-Figure-1-1.jpg 1229w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Real-Risk-Management-Figure-1-1-300x86.jpg 300w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Real-Risk-Management-Figure-1-1-768x219.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Real-Risk-Management-Figure-1-1-1024x292.jpg 1024w\" sizes=\"auto, (max-width: 1229px) 100vw, 1229px\" \/><\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">External Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">External risks involve forces over which law enforcement leaders have little or no control, such as weather or natural disasters. Agencies in communities that have large bodies of water, interstate highways, train tracks, prisons, underground pipelines, or airports all face the challenge of managing these external risks.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">One of the most challenging external risks is the risk of a terrorist attack in a community. Although it may be easier, simply hoping that a terrorist incident will not happen is not the best approach. Law enforcement leaders should be actively involved in the various programs at the federal and state level so that they understand the terrorist risks specific to their communities, and they need to work with those federal and state agencies to support efforts to prevent and respond to terrorist attacks.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">As noted above, external risks are difficult to manage because agency leaders don\u2019t have much, if any, control over them, but that doesn\u2019t mean law enforcement leaders cannot prepare to manage those risks. Leaders must develop plans to address how the agency will respond if something goes wrong. For example, a lake community department might not be able to prevent a flood after an unusually rainy spring, but it can establish a response plan in case one happens. Police executives may need to seek the advice of the fire department, the public works department, respective state and federal agencies, private-sector security, and others, as relevant to the risks most likely in their community.<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Legal and Regulatory Risks <\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Is the agency in full compliance with the laws and regulations that control its existence? Are its policies and practices in full compliance with the Americans with Disabilities Act (ADA), the Family and Medical Leave Act (FMLA), the Fair Labor Standards Act (FLSA), and the myriad other federal laws that apply to law enforcement agencies in the United States or the applicable laws in other countries? Does it act in full compliance with any public records acts or laws in the agency\u2019s state or country?<\/p>\n<p class=\"ARTICLE-TEXT-2014\"><span class=\"CharOverride-55\">Managing legal and regulatory risks involves working closely with competent city attorneys to ensure full compliance. Law enforcement leaders should also make it a habit to analyze tragedies or negative incidents that affect other agencies to learn from those situations. <\/span><\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Strategic Risks <\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Police executives must look to the future and identify potential risks that might impact their agencies and their communities. What will the city be like in 40 years? What will police work be like in 40 years?<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Strategic risks often stem from forces outside the law enforcement agency. What impact will fully autonomous cars have on policing? Will they impact traffic collisions? Felony arrests? Officer safety? What impact will drones have on law enforcement operations? Will they be used as offensive weapons against citizens or officers? Will they be of benefit to agency operations?<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Changing demographics can also pose strategic risks. An aging population can lead to more abuse of the elderly or financial scams on senior citizens, requiring a shift in policing strategy and resources.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">A general rule exists that people who try to predict the future will end up looking like fools, but the key is remembering the big difference between predictions and projections. Law enforcement leaders must be aware of trends that might impact the profession and the community. The work being done in this area by organizations such as the Society of Police Futurists International can be an important resource in projecting the impact of societal trends on law enforcement.<sup>1<\/sup><\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Organizational Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Catastrophes in law enforcement operations can take the form of tragedies such as officer deaths and injuries or debacles that cause embarrassment to individuals or the organization, internal investigations, and criminal filings against police personnel. For each of these disasters, thousands of proximate causes can exist. Real risk managers never stop when they identify a proximate cause. Instead, they go back in time and look for the \u201cproblems lying in wait\u201d\u2014the root causes\u2014that started the ball rolling toward the incident.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">These root causes can be grouped into five categories:<\/p>\n<p><span class=\"Bullets\">\u2022Peo<\/span>ple<\/p>\n<p><span class=\"Bullets\">\u2022Pol<\/span>icies<\/p>\n<p><span class=\"Bullets\">\u2022Tra<\/span>ining<\/p>\n<p><span class=\"Bullets\">\u2022Sup<\/span>ervision<\/p>\n<p><span class=\"Bullets\">\u2022Dis<\/span>cipline<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Law enforcement agencies that stay out of trouble spend the time and resources to hire good people, give them good policies, make sure their employees are fully and adequately trained on those policies, ensure supervisors enforce the policies, and discipline personnel who do not follow the policies.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Each of these five categories can be further dissected into multiple components:<\/p>\n<p><em><span class=\"Bullets\"><span class=\"PALATINO-NOVA-PRO-ITAL\">\u2022Peo<\/span><\/span><span class=\"PALATINO-NOVA-PRO-ITAL\">ple<\/span><\/em>: What is the leadership doing to get and keep good people? What steps are being taken to ensure that recruitment, background investigations, probation periods, and the performance evaluation process are being taken seriously? A lack of solid processes in place for each of these areas is a problem lying in wait.<\/p>\n<p><em><span class=\"Bullets\"><span class=\"PALATINO-NOVA-PRO-ITAL\">\u2022Pol<\/span><\/span><span class=\"PALATINO-NOVA-PRO-ITAL CharOverride-63\">icies<\/span><\/em><span class=\"CharOverride-48\">: Are the agency\u2019s policies constitutionally sound? Are the policies reviewed on a regular basis to make sure they are <\/span>up to date with changes in state and federal law?<\/p>\n<p><em><span class=\"Bullets\"><span class=\"PALATINO-NOVA-PRO-ITAL\">\u2022Tra<\/span><\/span><span class=\"PALATINO-NOVA-PRO-ITAL CharOverride-18\">ining<\/span><\/em>: \u201cFailure to adequately train\u201d is an allegation often contained in lawsuits and in news stories after law enforcement tragedies. Are agency employees fully and adequately trained regarding the policies involving use of force, vehicle operations, Fourth Amendment issues, job-based harassment, and other critical issues that too often lead to problems? Downstream in civil court, criminal court, or the court of public opinion, the chief will be asked this question by an aggressive plaintiff lawyer: \u201cWhen was the last time the involved officer was trained and tested on this policy?\u201d If the answer is \u201cat point of hire at the academy,\u201d that will not bode well. Every day must be a training day, and the training must focus on the events that are overrepresented in police-involved tragedies. Law enforcement leaders need to ensure that the training unit and supervisory cadre understand their roles in this process.<\/p>\n<p><em><span class=\"Bullets\"><span class=\"PALATINO-NOVA-PRO-ITAL\">\u2022Sup<\/span><\/span><span class=\"PALATINO-NOVA-PRO-ITAL CharOverride-18\">ervision<\/span><\/em>: How are the women and men who serve (or want to serve) as supervisors encouraged, tested, trained, developed, and mentored? Too often, the post-incident analyses of incidents are linked to supervisors not behaving like supervisors\u2014or to a supervisor who <span class=\"PALATINO-NOVA-PRO-ITAL\">tried<\/span> to behave like a supervisor but was not supported by her or his bosses. Frankly, too many incidents in law enforcement (e.g., harassment, pursuits gone bad, failure to properly manage a confidential informant, falsified police reports) are caused by supervisors not behaving like supervisors.<\/p>\n<p><em><span class=\"Bullets\"><span class=\"PALATINO-NOVA-PRO-ITAL\">\u2022Dis<\/span><\/span><span class=\"PALATINO-NOVA-PRO-ITAL CharOverride-18\">cipline<\/span><\/em>: Without enforcement, rules are just words on a piece of paper. When members of the organization choose not to follow the policies, the situation must be addressed. Discipline is not a function of consequence but rather a function of policy. How things end up is not the primary concern\u2014the violation of the rules is the issue that supervisors need to address through appropriate discipline.<\/p>\n<blockquote><p><span class=\"CharOverride-66\">Law enforcement agencies that stay out of trouble spend the time and resources to hire good people, give them good policies, make sure their employees are fully and adequately trained on those policies, ensure supervisors enforce the policies, and discipline personnel who do not follow the policies.<\/span><\/p><\/blockquote>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Operational Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Operational risks are those risks involved in a specific task, incident, or event. Are agency personnel provided with or trained in a decision-making process? In too many organizations, law enforcement leaders teach personnel how to do things, but fail to teach them how to think. To be fair, most of what police officers do they do correctly. Good people and experience create a powerful combination. But what happens when personnel get involved in a low-frequency event\u2014something they have not been involved in before? Officers need to know how to think through a situation and make sound decisions.<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Information Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Humans make decisions based on information. How can a leader know that the information he or she is using to make decisions is, in fact, accurate and has not been \u201cvetted\u201d by someone seeking to sway the leader\u2019s decisions? What is the agency\u2019s leadership doing, if anything, to address the bias issue that everyone has, even if many people deny that bias?<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Human Resources <\/span><span class=\"CharOverride-62\">Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">To get to the level of law enforcement executive requires much intelligence and hard work\u2014but police executives must know their limitations as well. How many law enforcement leaders really understand the \u201cpregnancy discrimination act\u201d or the ADA or the FMLA?<\/p>\n<p class=\"ARTICLE-TEXT-2014\">The key to managing human resources (HR) risks lies in understanding that this is an area where one should rely on the professionals. If HR were to show up to a barricaded suspect situation and start to give officers advice on how to handle that situation, would the chief accept it?<\/p>\n<p class=\"ARTICLE-TEXT-2014\">It is no different when law enforcement officers (including chiefs) think they understand the idiosyncrasies of HR. By turning to HR professionals up front, law enforcement leaders can transfer these risks to someone who does the task at a higher frequency and understands the topic\u2019s complexities. Supervisors, managers, and executives should not make employment law decisions without first contacting competent HR professionals.<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Technology Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">There are new stories daily about cybercrime, malware, theft of information, or misuse of confidential information. Does the agency have adequate control measures in place to address all the technology risks it faces?<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Who is assigned as the dedicated chief technology officer (CTO)? If the answer is that the agency does not have one, that is a problem lying in wait. Modern law enforcement is tech-heavy, and agencies need a dedicated CTO. In too many law enforcement organizations, this responsibility defaults to the most tech-savvy person in the room. Just because a person knows more about technology than anyone else in the department does not make him or her a qualified CTO. Make sure that the organization has an actual, qualified CTO who has the necessary technological skills to build and maintain control measures that protect the agency\u2019s various technologies.<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><em><span class=\"CharOverride-62\" style=\"color: #000080;\">Financial and Reputational Risks<\/span><\/em><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Anything involving money is filled with risk. Executive officers must be acutely aware of the risks involved in asset seizure and forfeiture, budgeting, overtime issues, petty cash, holding funds for people in custody, and money collected for a charity event\u2014frankly, anything dealing with money. Simple control measures such as requiring two signatures on a check or conducting regular credit card audits can prevent many of these problems from occurring.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">With respect to reputational risks, law enforcement leaders must be aware of the risks involved with social media. Does the agency have a presence on the leading social media sites? Is someone overseeing these sites to monitor what is being said about agency personnel or the organization? Are there policies in place to prevent personnel from posting inappropriate items (pictures taken while on duty, comments regarding arrestees or people they encounter while on duty) on publicly accessible websites? U.S. First Amendment law is complex, especially for government agencies, and leaves a lot of room for interpretation. It\u2019s essential to use policies vetted by legal and public safety professionals to ensure personnel receive the correct guidance.<\/p>\n<h3 class=\"ARTICLE-LEVEL-2-SUBHEAD\"><span style=\"color: #000080;\"><em><span class=\"CharOverride-62\">Political Risks<\/span><\/em><\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Politics and politicians inherently carry risk. Police executives must resist the temptation to align themselves with one or two members of the city council, board of supervisors, or other local governing body. These groups should be dealt with as groups, and personal relationships should be set aside in favor of full transparency. Law enforcement agencies should also develop sufficient control measures (policies) to guide agency personnel in their dealings with elected officials. This is a very difficult area to address, but competent counsel can provide guidance that will prove invaluable.<\/p>\n<h3 class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\" style=\"color: #000080;\">Mobilization and Prioritization<\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">So now the risks are identified and sorted\u2014what\u2019s next? Returning to the three-step risk management process, law enforcement leaders must prioritize the risks and then mobilize resources to address them.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Each law enforcement agency is unique; the agency\u2019s leadership must determine the correct priority to assign to the identified risks. Nonetheless, there are some things every leader should consider:<\/p>\n<p><span class=\"Bullets\">\u2022Ext<\/span>ernal risks (risk family one) are the most difficult risks law enforcement agencies face.<\/p>\n<p><span class=\"Bullets\">\u2022Hum<\/span>an resources risks (risk family seven) are the most expensive risks law enforcement agencies face.<\/p>\n<p><span class=\"Bullets\">\u2022Tec<\/span>hnology risks (risk family eight) are the fastest-growing risks law enforcement agencies face.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Mobilization involves taking action and putting the systems in place to mitigate risks. In law enforcement, one of the best systems for managing risk is policy. If policies are well-written, fully implemented, and kept up to date, they can help ensure consistent actions across the agency. Training and supervision are two other areas where law enforcement agencies need effective systems. Note how the root causes discussed in risk family four\u2014organizational risks\u2014often mirror the systems needed to reduce risk.<\/p>\n<h3 class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\" style=\"color: #000080;\">Guiding Principles<\/span><\/h3>\n<p class=\"ARTICLE-TEXT-2014\">Regardless of what family of risk law enforcement leaders are dealing with, three basic rules apply.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Rule 1 is paraphrased from Dr. Archand Zeller, a great thinker from the 1940s, with emphasis on the last line:<\/p>\n<p class=\"ARTICLE-TEXT-2014 ParaOverride-36\" style=\"padding-left: 30px;\">The Human does not change. During the period of recorded history, there is little evidence to indicate that man has changed in any major respect. Because the man does not change, the kinds of errors he commits remain constant. <strong><span class=\"PALATINO-NOVA-PRO-BOLD\">The errors that he will make can be predicted from the errors he has made.<\/span><\/strong><\/p>\n<p class=\"ARTICLE-TEXT-2014\">What does this mean? To understand future problems, one needs only to look to the past. In all facets of society, people are repeatedly making the same mistakes. Refineries continue to explode, mines collapse, and ships sink. The exact details of each incident are different, but the root causes are the same.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">It\u2019s no different for law enforcement: cops and other law enforcement personnel have figured out no new ways to get into trouble. Yes, there are variations, but, in essence, they are the same things over and over again.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Rule 2 comes from Chaytor Mason, a risk management guru in the 1970s. Again, to paraphrase:<\/p>\n<p class=\"ARTICLE-TEXT-2014 ParaOverride-36\" style=\"padding-left: 30px;\">The smartest person in the world is the woman or man who finds the fifteenth way to hold two pieces of paper together.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">While, as Zeller pointed out, there are no new ways to screw things up, there are always new ways to fine-tune and revisit existing systems to prevent bad things from happening. Continuous improvement must be integral to law enforcement operations.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">The way things have \u201calways\u201d been done\u2014status quo\u2014no longer works. The public and the agency\u2019s personnel deserve better than minimum standards. Anything law enforcement leaders can quantify or measure\u2014should be scrutinized to identify opportunities for improvement.<\/p>\n<p class=\"ARTICLE-TEXT-2014\">Rule 3 is a summation of this article:<\/p>\n<p class=\"ARTICLE-TEXT-2014 ParaOverride-36\" style=\"padding-left: 30px;\">Predictable is preventable. Identifiable risks are manageable risks. Acknowledging that risks are ubiquitous, working to identify and prioritize them, and then initiating sufficient control measures to address them is a leadership imperative for all police chiefs.<\/p>\n<table id=\"table004\" class=\"Basic-Table\" style=\"background-color: #a4b1bf;\">\n<colgroup>\n<col class=\"_idGenTableRowColumn-4\" \/><\/colgroup>\n<tbody>\n<tr class=\"Basic-Table _idGenTableRowColumn-6\">\n<td class=\"Basic-Table CellOverride-4\">\n<p class=\"ARTICLE-TEXT-2014\"><strong><span class=\"PALATINO-NOVA-PRO-BOLD\">Gordon Graham<\/span><\/strong> is a 33-year veteran of law enforcement and is the co-founder of <a href=\"http:\/\/www.lexipol.com\/law-enforcement\" target=\"_blank\" rel=\"noopener\">Lexipol<\/a>, where he serves on the current board of directors. A practicing attorney, Graham focuses on managing risk in public safety operations and has presented a commonsense approach to risk management to hundreds of thousands of public safety professionals around the world. He holds a master\u2019s degree in safety and systems management from the University of Southern California and a juris doctorate from Western State University.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p class=\"ARTICLE-FOOTNOTE-2014 ParaOverride-9\"><strong><span class=\"PALATINO-NOVA-PRO-BOLD\">Note:<\/span><\/strong><\/p>\n<p class=\"ARTICLE-FOOTNOTE-2014\"><sup>1\u00a0<\/sup>The Society of Police Futurists International, \u201c<a href=\"http:\/\/www.policefuturists.org\/futures-research-2\">Futures Research.<\/a>\u201d<\/p>\n<p>Please cite as<\/p>\n<p style=\"padding-left: 30px;\">Gordon Graham, \u201cSome Thoughts on Real Risk Management,\u201d\u00a0<i>The Police Chief<\/i>\u00a0(August 2017): 24\u201327.<\/p>\n<\/div>\n<div class=\"_idGenObjectLayout-1\"><\/div>\n","protected":false},"excerpt":{"rendered":"<div id=\"_idContainer276\" class=\"Object-Style-1 _idGenObjectStyleOverride-4\">\n<p class=\"ARTICLE-TEXT-Drop-Cap-2014\"><span class=\"_idGenDropcap-2\">H<\/span>ow did law enforcement take the broad discipline known as \u201crisk management\u201d and try to put it into a box, limiting it to \u201cthe safety\u201d stuff or the \u201ccode enforcement\u201d stuff? Risk management is bigger than the ergonomics issue. It is bigger than the insurance issues. It is bigger than the subrogation and indemnification issues. It is bigger than all these issues added together!<\/p>\n<p class=\"ARTICLE-SUBHEAD-2014\"><span class=\"CharOverride-62\">Risk in Law Enforcement<\/span><\/p>\n<p class=\"ARTICLE-TEXT-2014\">To a law enforcement executive, sometimes risk can seem like something that happens only to other law enforcement organizations. After all, one might be a smart, hard-working chief who hires good people. The agency might seem to be immune to the kinds of issues that make headlines.<\/p>\n<\/div>\n","protected":false},"author":3,"featured_media":36850,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[137,142],"tags":[],"class_list":["post-36822","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","category-policy"],"acf":{"post_author":"Gordon Graham, Co-Founder, Lexipol","main_category":"Policy","legacy_article_id":"","legacy_issue_id":""},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.4 (Yoast SEO v24.5) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Some Thoughts on Real Risk Management - Police Chief Magazine<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Some Thoughts on Real Risk Management\" \/>\n<meta property=\"og:description\" content=\"How did law enforcement take the broad discipline known as \u201crisk management\u201d and try to put it into a box, limiting it to \u201cthe safety\u201d stuff or the \u201ccode enforcement\u201d stuff? Risk management is bigger than the ergonomics issue. It is bigger than the insurance issues. It is bigger than the subrogation and indemnification issues. It is bigger than all these issues added together! Risk in Law Enforcement To a law enforcement executive, sometimes risk can seem like something that happens only to other law enforcement organizations. After all, one might be a smart, hard-working chief who hires good people. The agency might seem to be immune to the kinds of issues that make headlines.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\" \/>\n<meta property=\"og:site_name\" content=\"Police Chief Magazine\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/TheIACP\" \/>\n<meta property=\"article:published_time\" content=\"2017-08-01T04:01:08+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2017-08-10T15:17:27+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Some-Thoughts-on-Real-Risk-Management-Graphic.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"912\" \/>\n\t<meta property=\"og:image:height\" content=\"567\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Dani Gudakunst\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@TheIACP\" \/>\n<meta name=\"twitter:site\" content=\"@TheIACP\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Dani Gudakunst\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"17 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\"},\"author\":{\"name\":\"Dani Gudakunst\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/#\/schema\/person\/84ca7fd7f208094a13c5c94b803849b5\"},\"headline\":\"Some Thoughts on Real Risk Management\",\"datePublished\":\"2017-08-01T04:01:08+00:00\",\"dateModified\":\"2017-08-10T15:17:27+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\"},\"wordCount\":3385,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Some-Thoughts-on-Real-Risk-Management-Graphic.jpg\",\"articleSection\":[\"Leadership\",\"Policy\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\",\"url\":\"https:\/\/www.policechiefmagazine.org\/thoughts-real-risk-management\/\",\"name\":\"Some Thoughts on Real Risk Management - 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