{"id":49639,"date":"2019-05-01T08:00:50","date_gmt":"2019-05-01T12:00:50","guid":{"rendered":"http:\/\/www.policechiefmagazine.org\/?p=49639"},"modified":"2025-02-12T11:38:21","modified_gmt":"2025-02-12T16:38:21","slug":"addressing-burnout-compassion-fatigue","status":"publish","type":"post","link":"https:\/\/www.policechiefmagazine.org\/addressing-burnout-compassion-fatigue\/","title":{"rendered":"Fostering Positive Outcomes in Policing by Addressing Burnout and Compassion Fatigue"},"content":{"rendered":"<p>&nbsp;<\/p>\n<p>By what metric are positive outcomes measured in policing?\u00a0Is operational activity and the meeting of \u201cproductivity goals\u201d (e.g., the number of arrests, summonses, warrants served) the measure of positive outcomes in policing? Or are positive outcomes measured in relation to negative outcomes (e.g., an increase or decrease in the number of citizen complaints, misconduct allegations, or excessive force incidents)? Is the satisfaction level of the workforce the metric by which positive outcomes are measured (i.e., are officers engaged at work, are they committed to their agency and to service, the rate of turnover and attrition, etc.)? Or are positive outcomes in policing measured by the degree to which the community feels a sense of partnership with the police? Regardless of whether positive outcomes in policing are measured by enforcement productivity goals, reductions in the numbers of negative outcomes, the satisfaction of the workforce, or partnership with the community, research suggests that all of these metrics can be adversely affected by both officer burnout and compassion fatigue.<sup>1<\/sup><\/p>\n<p>Therefore, chiefs and agency executives seeking positive outcomes for their agency and community can benefit from implementing programs that promote wellness and resiliency and to design protocols that fend off burnout and compassion fatigue among their officers. The first steps, however, are understanding burnout and compassion fatigue, and learning how to recognize them.<\/p>\n<h2><span style=\"color: #4783c4;\"><strong>Burnout<\/strong><\/span><\/h2>\n<p>In a 1969 publication regarding programmatic and organizational design for a community-based, residential correctional program for young-adult offenders, correctional administrator Harold B. Bradley proposed scheduling patterns to help workers avoid what he referred to as \u201cburnout,\u201d but he did not go into deeper discussion of the construct.<sup>2<\/sup> Soon thereafter, psychologist Herbert Freudenberger is credited with the first clinical use of the term \u201cburnout\u201d in observations he made of volunteer workers at a free clinic for those experiencing drug addiction and homelessness in New York City.<sup>3<\/sup> In this original use as a clinical construct, burnout has referred to a negative outcome sometimes experienced by those in service and \u201chelping\u201d or \u201ccaring\u201d professions\u2014the professions or volunteerism involved in doing \u201cpeople-work.\u201d<sup>4<\/sup> Specific to policing, burnout can occur over time when officers perceive that the amount of energy they invest in their work is not reciprocated in turn by the community members they serve, the agency for which they work, or the colleagues with whom they work. Additionally, when the work is occupationally burdensome (e.g., shift work, substantial number of calls for service, mandatory overtime); organizationally unsupportive or unreasonable (e.g., punitive or draconian policies, poor support from supervision); or operationally traumatic, burnout is more likely. It is suggested that organizational and occupational stressors in policing contribute to burnout more so than operational stressors and that higher rates of burnout in policing are associated with a more permissive attitude toward escalations in use of force by officers.<sup>5<\/sup><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-medium wp-image-49645\" src=\"http:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Burnout-134x300.jpg\" alt=\"\" width=\"134\" height=\"300\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Burnout-134x300.jpg 134w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Burnout.jpg 279w\" sizes=\"auto, (max-width: 134px) 100vw, 134px\" \/><\/p>\n<p>Freudenberger described burnout as an insidious process occurring over time, characterized by mental, physical, and emotional exhaustion resulting from one\u2019s professional experiences. Thus, burnout is seen as state originating as a response to external factors, rather than the manifestation of a long-standing internal personality trait. This suggests, then, that burnout and its negative consequences can be proactively preempted either at the individual (e.g., insight, inoculation, developing coping skills) or contextual and organizational (e.g., training programs, wellness initiatives, organizational paradigm shifts) levels. In policing, burned-out officers are sometimes referred to as the \u201con-duty retired\u201d; officers who may \u201dpunch the clock\u201d every day, but are not particularly engaged during their shifts. Taking proactive steps to address burnout can help chiefs reduce the negative consequences of burnout in their agencies and the communities they serve.<\/p>\n<p>&nbsp;<\/p>\n<p>Following Freudenberger, psychologists Christina Maslach and Susan Jackson conducted factor analyses of the construct of burnout in the development of the leading measure of burnout, the Maslach Burnout Inventory (MBI).<sup>6<\/sup> This laid the groundwork for the development of three primary factors that together are considered the gold standard for measuring burnout: emotional exhaustion, depersonalization, and low sense of personal accomplishment.<sup>7<\/sup><\/p>\n<h3>Emotional Exhaustion<\/h3>\n<p>Emotional competence can be conceptualized as having an energy source, a sort of emotional fuel tank. Each individual has differing innate levels of emotional \u201cfuel in the tank.\u201d As their energy resources become depleted, people become less emotionally competent; that is, they become less able to effectively tolerate emotionally draining situations, interact appropriately with others in emotionally sensitive or challenging encounters, or manage their own internal emotional worlds. It is analogous to setting off on the same 100-mile automobile trip every day, but filling the gas tank a little less with each passing day. The driver may become an expert at the ins-and-outs of the backroads and highways of the trip but becomes gradually less able to make the trip each day as he or she runs on the fumes of a depleted energy source. In policing, this \u201cdriver\u201d might be an expert veteran officer who knows the job but gradually loses the emotional energy to do it competently. When work is the source of this emotional depletion, people can become emotionally overextended and exhausted by the demands of their work and, over time, can become a liability to their agency, to the community they serve, and to their colleagues, as well as carrying effects into their personal lives.<\/p>\n<p>Research findings suggest a variety of negative effects of emotional exhaustion on job performance and interactions with coworkers, family members, and consumers of services (e.g., mental health clients, members of the public). Examples of research findings shows that mental health workers who scored high on the emotional exhaustion scale were more likely to have cynical attitudes about their clients and to evaluate them more negatively, coworkers were more likely to have negative appraisals of those who score high on emotional exhaustion scales, and police officers scoring high on emotional exhaustion scales were more likely to report feelings of anger toward their spouses and children.<sup>8<\/sup><\/p>\n<h3>Depersonalization<\/h3>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-49650 size-medium\" src=\"http:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-90603988Crxd_BW-officer-e1556199540211-180x300.jpg\" alt=\"\" width=\"180\" height=\"300\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-90603988Crxd_BW-officer-e1556199540211-180x300.jpg 180w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-90603988Crxd_BW-officer-e1556199540211-768x1277.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-90603988Crxd_BW-officer-e1556199540211-616x1024.jpg 616w\" sizes=\"auto, (max-width: 180px) 100vw, 180px\" \/>Depersonalization is an experience in which one becomes callous to the needs of others, develops an impersonal response to others, and comes to see others more as objects than as human beings.<sup>9<\/sup> Just on its face, one can see how the experience of depersonalization could be predictive of negative outcomes in policing. In addition to being a negative effect of the causes of burnout; however, depersonalization is a protective but maladaptive-when-overused reaction to certain operational stressors of police work\u2014a coping mechanism.<sup>10<\/sup> Coping mechanisms used to defend oneself from adverse events can be healthy when applied in small doses. When overused and over-relied upon, however, the same coping mechanisms can become toxic; in this case, the coping mechanism of depersonalization becomes a toxic effect of burnout. A response style that is characterized by depersonalization is also an element of compassion fatigue.<\/p>\n<h3>Low Sense of Personal Accomplishment<\/h3>\n<p>Reciprocity is an important aspect of job satisfaction. Receiving a return for one\u2019s efforts is an aspect of what makes one\u2019s work worthwhile and both personally rewarding and professionally satisfying. This reciprocity might come from one\u2019s employer (e.g., a promotion); from one\u2019s colleagues (e.g., camaraderie and social support at work, a sense of fraternity); or from those served (e.g., expressions of support from the community). When these are either lacking or are hostile rather than supportive, reciprocity and a sense of personal accomplishment can be lost; for example, an agency being slow to praise but quick to punish or a community that is likewise quick to criticize but slow to appreciate can reduce one\u2019s sense of personal accomplishment. Such perceptions of a failure-on-returns can bring a sense of indifference to one\u2019s responsibilities and a sense of apathy one\u2019s required tasks and job demands.<\/p>\n<h2><span style=\"color: #4783c4;\"><strong>Compassion Fatigue<\/strong><\/span><\/h2>\n<p>Researchers David Turgoose and Lucy Maddox define compassion fatigue as the \u201cnegative effects of working in a psychologically distressing environment on a person\u2019s ability to feel compassion for others.\u201d<sup>11<\/sup> Although burnout and compassion fatigue are similar constructs, there is a significant difference: in burnout, one loses the drive to perform his or her job and becomes apathetic to the work, while in compassion fatigue, one loses empathy for those he or she serves and becomes apathetic to the victims and community. Turgoose and Maddox\u2019s definition highlights the important distinction that, while both are insidious state effects, burnout stems from long-term occupational demands and organizational stress coupled with perceived low reciprocity, whereas compassion fatigue stems from exposure to traumatic material and secondary traumatic stress (vicarious trauma).<sup>12<\/sup><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-medium wp-image-49653\" src=\"http:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Compassion-Fatigue-142x300.jpg\" alt=\"\" width=\"142\" height=\"300\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Compassion-Fatigue-142x300.jpg 142w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Compassion-Fatigue.jpg 278w\" sizes=\"auto, (max-width: 142px) 100vw, 142px\" \/>Since compassion fatigue stems from repeated exposure to traumatic, emotionally draining, and psychologically distressing material, it is found among workers from many professions that help those in negative situations, such as hospice workers, nurses, psychotherapists, police officers, social workers, emergency medical technicians, and clergy. Anecdotally, it is reported that the Christian missionary Mother Teresa understood the negative effects that compassion fatigue could have on her workers in the Missionaries of Charity and ordered that her nuns would take one year off and away from caregiving after every few years of service.<sup>13<\/sup> Regardless of profession, compassion fatigue can negatively impact the quality and efficacy of professional services, as well as the quality of the professional\u2019s personal life.<\/p>\n<p>The negative effects of compassion fatigue include low levels or a lack of empathy, an indifference toward victims or those in need, a lack of concern for others, a general sense of apathy toward the community, and seeing only the negative attributions of others. Compassion fatigue can stem from repeated professional exposure to traumatic events, similar to what is sometimes referred to as vicarious trauma or professional traumatic exposure. For example, consider a hypothetical officer who routinely responds to a high volume of calls for service, including numerous calls for opioid overdoses in which multiple \u201cNARCAN saves\u201d (potential fatalities prevented by administration of naloxone) occur. Over time, the officer bears witness to high numbers of both opioid fatalities and saves. This officer potentially becomes indifferent and apathetic to such calls, losing the ability to feel empathy for opioid users who overdose and seeing the person in need on each such call as more of an object and less of a human being. This sort of apathetic response is typical of the compassion fatigued officer.<\/p>\n<h2><span style=\"color: #4783c4;\"><strong>Addressing the Negative Outcomes of Burnout and Compassion Fatigue<\/strong><\/span><\/h2>\n<p>In proactively addressing burnout and compassion fatigue, chiefs can reduce liability to their agencies from excessive force incidents, public complaints, and on-duty and off-duty officer misconduct. Likewise, chiefs can reduce absenteeism and days lost to sick leave, thus increasing headcount per shift, which decreases response time and increases the number of available personnel responding to calls for service from the community they serve. Further, by reducing the prevalence of burnout and compassion fatigue among their officers, chiefs can reduce the accompanying negative behavioral and emotional traits, thus paving the way to a healthier connection to the communities they serve. Research suggests that the ripple effect that results when agencies direct attention to improving the emotional, cognitive, and physical wellness of their workforce via resiliency training, wellness programs, or trauma-informed policies is notable.<sup>14<\/sup> These benefits are, in part, due to proactive intervention in the development of negative outcomes associated with cynicism, demoralization, and reduced resiliency.<\/p>\n<p>Cynicism is a particularly robust predictor of poor performance and negative outcomes in policing. Indeed, research suggests that cynicism in police officer candidates is a strong predictor of negative outcomes later in their careers, including citizen and internal agency complaints, involuntary termination from department and early departure, and poor supervisory ratings.<sup>15<\/sup> A simple way to operationalize cynicism is to think of it as the polar opposite of naivet\u00e9. Cynicism involves a tendency to navigate the world from a place of fundamental distrust of others and their motives; to attribute the behaviors of others to stable, negative internal traits; and to be self-focused. This sort of untrusting, pessimistic worldview from officers skews community-police interactions in unfavorable ways. Rather than the sort of healthy skepticism and situational awareness that is adaptive in policing, cynicism is instead a toxic and maladaptive style of appraising others that can develop as an element of burnout. A cynical attitude can be accompanied over time by a tendency to view or treat others more like objects than people, reduced job satisfaction, and increased problematic incidents at work. This is not to suggest that naivet\u00e9 is a preferred trait over cynicism in officers, but rather that a healthy \u201cmiddle ground\u201d sense of objective realism is a preferred trait.<\/p>\n<p>Demoralization is another factor associated with both burnout and compassion fatigue. Demoralization is the persistent belief that one lacks the ability to effectively handle life stressors. This is what psychologists might refer to as an external locus of control: a belief that one lacks efficacy in the world and that one is helpless in the face of adversity, along with a sense of hopelessness in one\u2019s worldview. Demoralization is known to be linked to both anxiety and depression and can be an aspect of a trajectory toward suicidal thinking.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"size-medium wp-image-49656 alignright\" src=\"http:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-678914309-upset-officer-200x300.jpg\" alt=\"\" width=\"200\" height=\"300\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-678914309-upset-officer-200x300.jpg 200w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-678914309-upset-officer-768x1154.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-678914309-upset-officer-681x1024.jpg 681w\" sizes=\"auto, (max-width: 200px) 100vw, 200px\" \/>Finally, both burnout and compassion fatigue are associated with reduced resiliency\u2014a reduction in one\u2019s capacity to effectively weather adverse events and \u201cbounce back\u201d from negative life stressors such as trauma. Elements of resiliency include optimism over pessimism, a belief in one\u2019s self-efficacy and personal competence, an ability to think abstractly rather than linearly in problem-solving, and a capacity to tolerate frustration and failure, all of which deteriorate in those experiencing burnout or compassion fatigue. The relationship between burnout and resilience is bidirectional; each influences the other. As the insidious path of burnout occurs over time, resiliency can act as a protective factor. However, resiliency can also be reduced as burnout increases and one\u2019s sense of personal efficacy is negatively affected.<\/p>\n<h2><span style=\"color: #4783c4;\"><strong>Recommendations<\/strong><\/span><\/h2>\n<p>Chiefs and agency executives are encouraged to consider a number of options to reduce the prevalence of both burnout and compassion fatigue among their officers and to mitigate the potential negative outcomes of each by considering policies and programs that address the root causes of both constructs. Investing in officer wellness on the front-end reduces liability and cost for the agency, since an employee who is emotionally healthy is more productive and less problematic.<sup>16<\/sup> Considering approaches that are novel and \u201coutside-the-box\u201d is encouraged, as such approaches tend to challenge the sort of traditional elements of police management that sometimes contribute to burnout.<\/p>\n<p>To proactively address burnout and promote positive outcomes, it is recommended that chiefs explore ways of reducing the occupational and organizational stressors that contribute to burnout. For example, a review of policies that are perceived by the rank and file as draconian, unjust, or unnecessarily punitive is one possible step. Implementing programs that foster a sense of return from the agency, such as proactively recognizing officers who engage in effective policing as measured by multiple metrics is another possible step at countering organizational stress and increasing job satisfaction. Occupational stressors such as shift work, lack of options for flexible schedules, or frustrating administrative demands such as redundant or duplicative paperwork all contribute to the insidious course of burnout. Convening focus groups or working with consultants to ameliorate such stressors or streamline such processes can help provide solutions to these contributors to burnout and foster positive outcomes.<\/p>\n<p>To proactively address compassion fatigue, chiefs should explore ways to address the root causes. It is recommended that chiefs consider resiliency programs that help officers develop skills to cope with repeated professional traumatic exposure; initiatives that promote overall holistic wellness (i.e., mental, physical, financial, spiritual, tactical); and resources to help officers navigate vicarious trauma and psychologically distressing experiences.<\/p>\n<table class=\"alignright\" style=\"width: 40%; border-collapse: collapse;\" border=\"1\">\n<tbody>\n<tr>\n<td style=\"background-color: #ffdacc;\">\n<h4><strong>IACP Resources<\/strong><\/h4>\n<p style=\"margin-left: .5in; text-indent: -.2in;\"><span style=\"font-family: Wingdings;\">n<\/span> <a href=\"https:\/\/vtt.ovc.ojp.gov\/\" target=\"_blank\" rel=\"noopener noreferrer\">Vicarious Trauma Toolkit<\/a><\/p>\n<p style=\"margin-left: .5in; text-indent: -.2in;\"><span style=\"font-family: Wingdings;\">n<\/span> <a href=\"https:\/\/www.theiacp.org\/resources\/document\/supporting-officer-safety-through-family-wellness-the-effects-of-sleep\" target=\"_blank\" rel=\"noopener noreferrer\" class=\"broken_link\">Supporting Officer Safety Through Family Wellness<\/a><\/p>\n<p><strong><a href=\"https:\/\/www.theiacp.org\/\" target=\"_blank\" rel=\"noopener noreferrer\">theIACP.org<\/a><\/strong><\/p>\n<p style=\"margin-left: .5in; text-indent: -.2in;\"><span style=\"font-family: Wingdings;\">n<\/span> \u201c<a href=\"http:\/\/www.policechiefmagazine.org\/risk-management-fatigue-management\/\">Risk Management Through Fatigue Management<\/a>\u201d (article)<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>For example, the Office for the Victims of Crime\u2019s Vicarious Trauma Toolkit is a free resource developed to help assist agencies adopt trauma-informed approaches to policing, which recognize the role that exposure to the traumatic experiences of other people plays in burnout and compassion fatigue. The Vicarious Trauma Toolkit includes tools and resources for public safety organizations and police agencies to address the vicarious trauma needs of their staff, and to promote positive outcomes. Further, the IACP, in partnership with the University of Pennsylvania and the Bureau of Justice Assistance\u2019s VALOR Initiative, is customizing a program specifically designed to enhance resiliency skills in officers. Developing such skills can help to inoculate officers from the negative effects of compassion fatigue. By making use of these and other wellness and resiliency programs, chiefs can help reduce liability, reduce negative outcomes, and foster positive outcomes in policing by proactively addressing burnout and compassion fatigue.<\/p>\n<p>Research suggests that the ripple effect that results when agencies direct attention to improving the emotional, cognitive, and physical wellness of their workforce via resiliency training, wellness programs, or trauma-informed policies is notable.<span style=\"font-family: Webdings;\">&#x1f6e1;<\/span><\/p>\n<p><strong>Notes:<\/strong><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>1<\/sup> Ronald J. Burke, \u201cToward an Understanding of Psychological Burnout among Police Officers,\u201d\u202f<em>Journal of Social Behavior and Personality<\/em>\u202f8, no. 3 (1993): 425\u2013438; Adam K. Matz, Youngki Woo, and Bitna Kim, \u201cA Meta-Analysis of the Correlates of Turnover Intent in Criminal Justice Organizations: Does Agency Type Matter?&#8221;\u202f<em>Journal of Criminal Justice<\/em>\u202f42, no. 3 (2014): 233\u2013243; Cristina Queir\u00f3s, Mariana Kaiseler, and Ant\u00f3nio Leit\u00e3o da Silva, \u201cBurnout as a Predictor of Aggressivity Among Police Officers,\u201d <em>European Journal of Policing Studies<\/em> 1, no. 2 (2013): 110\u2013135; Ewelina Smoktunowicz et al., \u201cExplaining Counterproductive Work Behaviors Among Police Officers: The Indirect Effects of Job Demands Are Mediated by Job Burnout and Moderated by Job Control and Social Support,\u201d\u202f<em>Human Performance<\/em>\u202f28, no. 4 (2015): 332\u2013350; Monica Martinussen, Astrid M. Richardsen, and Ronald J. Burke, \u201cJob Demands, Job Resources, and Burnout Among Police Officers,\u201d\u202f<em>Journal of Criminal Justice<\/em>\u202f35, no. 3 (2007): 239\u2013249.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>2<\/sup> Harold B. Bradley, \u201cCommunity-Based Treatment for Young Adult Offenders,\u201d\u202f<em>Crime &amp; Delinquency<\/em>\u202f15, no. 3 (1969): 359\u2013370.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>3<\/sup> Herbert Freudenberger and Geraldine Richelson, <em>Burn-out: The High Cost of High Achievement. What It Is and How to Survive It<\/em>\u202f(Garden City, NY: Anchor Press, 1980); Wilmar B Schaufeli, Michael P. Leiter, and Christina Maslach, \u201cBurnout: 35 Years of Research and Practice,\u201d\u202f<em>Career Development International\u202f<\/em>14, no. 3 (2009): 204\u2013220.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>4<\/sup> Christina Maslach and Susan E. Jackson. \u201cThe Measurement of Experienced Burnout,\u201d <em>Journal of Organizational Behavior<\/em> 2, no. 2 (1981): 99\u2013113.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>5<\/sup> Nicolien Kop, Martin Euwema, and Wilmar Schaufeli, \u201cBurnout, Job Stress and Violent Behaviour Among Dutch Police Officers,\u201d\u202f<em>Work &amp; Stress\u202f<\/em>13, no. 4 (1999): 326\u2013340.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>6<\/sup> Maslach and Jackson, \u201cThe Measurement of Experienced Burnout.\u201d<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>7<\/sup> Raymond T. Lee and Blake E. Ashforth, \u201cA Meta-Analytic Examination of the Correlates of the Three Dimensions of Job Burnout,\u201d\u202f<em>Journal of Applied Psychology<\/em>\u202f81, no. 2 (1996):\u202f123\u201333; Wilmar B Schaufeli and Toon W. Taris, \u201cThe Conceptualization and Measurement of Burnout: Common Ground and Worlds Apart,\u201d\u202f<em>Work &amp; Stress<\/em>\u202f19, no. 3 (2005): 256\u2013262.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>8<\/sup> Maslach and Jackson, \u201cThe Measurement of Experienced Burnout.\u201d\u00a0<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>9<\/sup> Maslach and Jackson, \u201cThe Measurement of Experienced Burnout.\u201d\u00a0<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>10<\/sup> Raymond T. Lee and Blake E. Ashforth. \u201cOn the Meaning of Maslach\u2019s Three Dimensions of Burnout,\u201d <em>Journal of Applied Psychology<\/em> 75, no. 6 (1990): 743\u2013747.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>11<\/sup> David Turgoose and Lucy Maddox. \u201cPredictors of Compassion Fatigue in Mental Health Professionals: A Narrative Review,\u201d\u202f<em>Traumatology<\/em>\u202f23, no. 2 (2017): 172.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>12<\/sup> Charles R. Figley, \u201cCompassion Fatigue: Psychotherapists&#8217; Chronic Lack of Self Care,\u201d\u202fJournal of Clinical Psychology\u202f58, no. 11 (2002): 1433\u20131441; Charles R. Figley, <em>Treating Compassion Fatigue, Psychological Stress Series<\/em> (New York: Brunner-Routledge, 2002).<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>13<\/sup> The American Institute of Stress, <\/span><a href=\"https:\/\/www.psychologytoday.com\/us\/basics\/compassion-fatigue?msockid=3a506126250f6a773ad7742324d96be8\"><span data-contrast=\"none\">\u201c<\/span><span data-contrast=\"none\">Compassion Fatigue.<\/span><span data-contrast=\"none\">\u201d<\/span><\/a><span data-contrast=\"auto\">\u00a0<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>14<\/sup> Rollin McCraty and Mike Atkinson, \u201cResilience Training Program Reduces Physiological and Psychological Stress in Police Officers,\u201d\u202f<em>Global Advances in Health and Medicine<\/em> 1, no. 5 (2012): 44\u201366.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>15<\/sup> <\/span><span data-contrast=\"auto\">Martin Sellbom, Gary L. Fischler, and Yossef S. Ben-Porath, \u201cIdentifying MMPI-2 Predictors of Police Officer Integrity and Misconduct,\u201d\u202f<em>Criminal Justice and Behavior<\/em>\u202f34, no. 8 (2007): 985\u20131004.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\"><sup>16<\/sup> Mark E McDonough, \u201c<\/span><a href=\"https:\/\/leb.fbi.gov\/articles\/featured-articles\/the-employee-wellness-plan-a-strategy-for-fighting-the-evil-from-within\"><span data-contrast=\"none\">The Employee Wellness Plan: A Strategy for Fighting the Evil from Within<\/span><\/a><span data-contrast=\"auto\">,\u201d\u202f<em>FBI Law Enforcement Bulletin<\/em> 80 (December 2011): 1\u20136.<\/span><span data-ccp-props=\"{&quot;201341983&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:160,&quot;335559740&quot;:480,&quot;469777462&quot;:[1140],&quot;469777927&quot;:[0],&quot;469777928&quot;:[1]}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">\u00a0<\/span><\/p>\n<hr \/>\n<p>Please cite as<\/p>\n<p style=\"padding-left: 40px;\">Thomas E. Coghlan, \u201cFostering Positive Outcomes in Policing by Addressing Burnout and Compassion Fatigue,\u201d <em>Police Chief<\/em>\u00a086, no. 5 (May 2019): 30\u201337.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>By what metric are positive outcomes measured in policing?\u00a0Is operational activity and the meeting of \u201cproductivity goals\u201d (e.g., the number of arrests, summonses, warrants served) the measure of positive outcomes in policing? Or are positive outcomes measured in relation to negative outcomes (e.g., an increase or decrease in the number of citizen complaints, misconduct allegations, or excessive force incidents)? Is the satisfaction level of the workforce the metric by which positive outcomes are measured (i.e., are officers engaged at work, are they committed to their agency and to service, the rate of turnover and attrition, etc.)? Or are positive outcomes in policing measured by the degree to which the community feels a sense of partnership with the police? Regardless of whether positive outcomes in policing are measured by enforcement productivity goals, reductions in the numbers of negative outcomes, the satisfaction of the workforce, or partnership with the community, research suggests that all of these metrics can be adversely affected by both officer burnout and compassion fatigue.<\/p>\n","protected":false},"author":10,"featured_media":49641,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[141],"tags":[],"class_list":["post-49639","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-officer-safety-wellness"],"acf":{"post_author":"Thomas E. Coghlan, PsyD, Chief Clinical Officer, Lumiere Treatment Center and Owner, Blue Line Pyschological Services, PLLC","main_category":"Officer Safety & Wellness","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>Fostering Positive Outcomes in Policing by Addressing Burnout and Compassion Fatigue - 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\/addressing-burnout-compassion-fatigue\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Fostering Positive Outcomes in Policing by Addressing Burnout and Compassion Fatigue\" \/>\n<meta property=\"og:description\" content=\"By what metric are positive outcomes measured in policing?\u00a0Is operational activity and the meeting of \u201cproductivity goals\u201d (e.g., the number of arrests, summonses, warrants served) the measure of positive outcomes in policing? Or are positive outcomes measured in relation to negative outcomes (e.g., an increase or decrease in the number of citizen complaints, misconduct allegations, or excessive force incidents)? Is the satisfaction level of the workforce the metric by which positive outcomes are measured (i.e., are officers engaged at work, are they committed to their agency and to service, the rate of turnover and attrition, etc.)? Or are positive outcomes in policing measured by the degree to which the community feels a sense of partnership with the police? 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