Community Policing to Prevent Violent Extremism

October 2012

Community Policing to Prevent Violent Extremism By DAN SILK, Ph.D.

n August 2011, the White Extremism Working Group its purpose as outlining “how House released the impor- and the joint U.S. Department the federal government will Itant new document “Em- of Justice–U.S. Department of support and help empower powering Local Partners to Pre- Homeland Security Building American communities and vent Violent Extremism in the Communities of Trust Initiative, their local partners in their United States.” This document supports this document.2 grassroots efforts to prevent vio- outlines a broad, outreach-based The White House docu- lent extremism,” which includes strategy for reducing the threat ment recognizes outreach and “strengthening cooperation of violent extremism.1 Previous community-government rela- with local law enforcement who work, including the U.S. Na- tionships as key to successfully work with these communities tional Strategy for Counterter- protecting the United States every day.”3 Supported by rorism and efforts by the U.S. from an al Qaeda-inspired tactics that closely follow the Homeland Security Advisory threat. The president’s introduc- philosophy of community polic- Council’s Preventing Violent tion to the strategy emphasizes ing, government-community

October 2012 / 1 partnerships represent a vital the United Kingdom to remain Because of their long his- facet of countering violent on the cutting edge of counter- tory of dealing with terrorism, extremism. terrorism tactics. This strate- United Kingdom law enforce- gy strives to harness the poten- ment agencies’ work with coun- Prevention tial of community policing and terterrorism offers a valuable Law enforcement agencies is the source of many success- lesson for U.S. law enforcement in the United Kingdom recog- ful programs across the United personnel. British researchers nize this feature of counterter- Kingdom. In the past, agencies have expended considerable ef- rorism because it closely mir- have used community policing fort reviewing the application of rors the Prevent portion of their to tackle other criminal chal- Prevent and similar strategies.6 national counterterrorism strate- lenges. Police in the United Even though Prevent has been gy. Representing an integral part Kingdom have employed this applied, debated, and modified of the overall mission to fight philosophy for years to affect for several years, the application violent extremism, Prevent, in the danger posed by terrorism. of it does not necessarily re- existence since 2007, is the as- The core goal of the new veal a perfect fit for the United pect that uses government, po- U.S. strategy is “to prevent States. Recent reviews of the lice, and community resources violent extremists and their sup- tactic have identified needed to keep people from becoming porters from inspiring, radical- improvements.7 However, the terrorists or supporting terror- izing, financing, or recruiting British criminal justice system ism.4 It incorporates a com- individuals or groups in the and policing culture closely par- munity-centered approach that United States to commit acts allel and in some ways birthed heavily emphasizes local action of violence.”5 This initiative, at the U.S. system. This provides and, while not without contro- least in its core focus, closely an important opportunity for versy, spurs law enforcement in emulates the goal of Prevent. police in the United States to consider the British experience while moving forward with similar initiatives. Through Prevent and other When seeking law enforcement initiatives, to build or sustain United Kingdom counterterror- “ ism police emphasize the value effective relationships, of police-community relation- outreach to Muslim ships and the importance of communities cannot learning.8 These valuable les- constitute exclusively sons are stressed because of the a counterterrorism vital role they play in building issue. community-based counterterrorism capabilities.

Dr. Silk, a former U.S. State Department special agent and municipal Relationships law enforcement ofﬁcer, serves as the communications coordinator for the University of Georgia Police Department in Athens and an instructor in the ” Experienced American university’s Criminal Justice Studies Program. law enforcement leaders have tried to harness the potential

2 / FBI Law Enforcement Bulletin of community policing and periodically may emphasize Similar to the experience of recognize that police-com- counterterrorism. They must many American law enforce- munity relationships are key. stress effective government ment officers, British police The Prevent experience in the and law enforcement prac- have experienced the challenge United Kingdom does not differ tices, neighborhood safety, and that a one-dimensional police- from other police operations. community participation in a community relationship poses. The importance of lasting and healthy democracy. The value No police officer would feel genuine personal relationships of developing and maintaining comfortable with someone between police and Muslim strong police-community rela- suggesting that corruption or communities needs emphasis tionships transcends definition brutality serves as the lense just like those between of- by specific criminal concerns. through which communities ficers and other segments of should view law enforcement, society. While a wide-ranging just as no Muslim wants al series of factors can affect the Qaeda to affect how police ability of communities and regard Islamic communities. police to build productive and During a research interview, trusting relationships, Muslim The emphasis on a Muslim community member communities worldwide are preventing in the United Kingdom noted, affected and targeted most by “al Qaeda-inspired “I think, you know, when al Qaeda-inspired violence and violence causes a you [the police] just knock can be vital to preventing future quandary. on somebody’s door and say events. Police must establish ‘Hey, what do you know about solid relationships with com- terrorism and extremism?’ munities affected most and best they [Muslims] think, what positioned to help. the heck?” He went on to say, The emphasis on preventing “I do not know, it is just this al Qaeda-inspired violence When seeking to build or spontaneous questioning they causes a quandary. The question sustain effective relationships, just, they [police] just come out arises as to how officers and outreach to Muslim communi-” with at times. I think one thing Muslim communities should ties cannot constitute exclu- I have to say that they [British frame their relationships sively a counterterrorism issue. counterterrorism police] have without exclusively defining Law enforcement agencies and learned from generally is… their mutual interests in national policy makers must recognize building up relationships, and, security terms. This represents a the impracticality and potential as a result of relationships, then key consideration for U.S. law offensiveness of such a stance. we can move forward and… enforcement agencies as they Conversations should take talk about these issues.”9 An seek to build genuine partner- place between police and these important characteristic of rela- ships with these neighborhoods. neighborhoods without the need tionship building is that it takes Close, productive relationships to mention terrorism. The par- time, and with time comes the between police and the ties must refuse to allow their ability to discuss sensitive is- community defy artificially relationship to be framed by a sues when those conversations imposed boundaries, yet they single topic. become necessary.

October 2012 / 3 One of the key ways to cor- community to have answers to address violent extremism, rect misconceptions between when faced with the inevitable everyone involved has a great law enforcement and com- questions that follow such an deal to learn. Many in American munities is to spend time with operation. It enables commu- law enforcement lack a personal one another. As in any other nity leaders to take ownership perspective with respect to the relationship, patrol officers of potential problems requiring Muslim community. Police and Muslim business own- solutions and empowers com- agencies and Islamic commu- ers, imams and precinct communities with information that nities often do not know each manders, and two dads—one a enables them to work with law other well, and both recognize Muslim physician and the other enforcement. The FBI often they have much to understand. a law enforcement officer— relies on relationships to edu- Police officers need to learn whose children attend the same cate key community members about Muslims and Islam from school need time to get to about an operation so that they, reputable sources, and Muslims know one another. Establishing in turn, can educate others.11 need to know more about law rapport can be uncomfortable; enforcement personnel, their however, in the midst of a crisis agencies, and their missions. after an emergency occurs and This mutual knowledge and a contact is needed, officers and understanding directly supports community members find it too effective public safety. late to begin the process. In essence, police- The communication flow community outreach is an that develops through relation- educational endeavor. When ships proves vital. Officers mustt law enforcement leaders address recognize that their associations public gatherings, they teach do not exclusively entail gath- the community, consciously or ering information on potential not, about their organizations, criminal threats. While this philosophies, and guidelines. In facet of counterterrorism is im- meetings that Islamic leaders perative, these affiliations also © shutterstock.com have with police, they try to allow officers to establish key The FBI example illustrates share insightful information on links to communities, thus fa- the importance of connections Islam, Muslims, and individual cilitating the exchange of valu- in facilitating the sharing of communities. In this way, law able knowledge. Information knowledge. What is key, espe- enforcement officers and com- sharing is a two-way street, as cially in newly developing re- munity leaders employ outreach evident in recent efforts by the lationships, are efforts to know as an opportunity for learning. FBI to use a network of Muslim one another and not just figure Perhaps law enforcement leaders in southern Florida to out who can provide the best and communities should ap- explain a recent terrorism- information. proach engagement specifically related arrest.10 as an opportunity to teach and Sharing information with Learning learn about one another and leaders before speaking to As law enforcement agen- seek the best ways to accom- the press allows those with cies move forward using the plish this goal. Police officers knowledge and influence in the community policing philosophy often want the public to learn

4 / FBI Law Enforcement Bulletin more about the challenges of informed law enforcement of- enforcement probably would law enforcement. This shared ficers have when they work in agree. Outreach is not easier professional desire constitutes an partnership with any section of than any other facet of police education issue. their city. Community policing work. Often, law enforcement Many Muslims want the within Muslim neighborhoods personnel ask, “Why can’t public to know more about them is not different from working politics be left out of policing?” and their religion—not Islam with any other population. Astute leaders recognize the im- as a topic for national security A recent Pew Research portance of an accurate apprais- discussions, but as one of the study underlined the point that al of the political situation in world’s largest religions with Muslims resemble any other any jurisdiction, as well as the a history, culture, and society segment of American society. ability to maneuver successfully that long preceded and likely The study emphasized how and ethically within a politically will outlast terrorism.12 During much Muslims in the United charged environment. a research interview, one British States are middle class and Police and communities Muslim commented, “It is very need to learn about political important that those little things realities and seek to operate and gestures show that the other within those circumstances or people know about your reli- Police and change them. Using community gion and that they respect each communities need to engagement for addressing the other’s religion. Then there is threat of terrorism is no differ- mutual respect.”13 Similar senti- learn about political ent, although some of the par- ments are shared by Muslims “realities and seek to ticular political challenges may around the world.14 operate within those be unique. Law enforcement of- Law enforcement officers circumstances or ficers and community members need to understand the press- change them. must recognize that politically ing and probing questions about charged events can affect com- each individual community munity relations between police they serve, not just the criminal and Muslims across the country. trends. They should recognize mainstream, just like their the real concerns of community: neighbors.15 Law enforcement Conclusion issues that make life in the area practices and policies that rec- Relationships and learning tough or rewarding, the Muslim ognize this reality more likely” in community policing inter- community’s view of the me- will succeed than those viewing twine and exist most effectively dia’s coverage of Islam, and the Muslims as a distinctly differ- together. Individuals learn from recent stories or experiences that ent section of society or only in people they know and trust might affect community views counterterrorism terms. and appreciate relationships of the police. Officers ought to Community-centric police with those willing to share inquire how their organizations work can prove difficult. Expe- their knowledge and experi- can address public safety con- rienced officers would not sug- ences. Skilled police officers cerns and best work with these gest that this type of assignment and community leaders know segments of the community. takes place in a vacuum, devoid the importance of relationships These topics do not differ of political influence. On this and learning. A Prevent style of from the usual concerns that point British and American law policing to address the threat

October 2012 / 5 of terrorism is not new to law in the United States, 2011,” http://www. “Empowering Salafis and Islamists against enforcement. whitehouse.gov/sites/default/files/ al-Qaeda: A London Counterterrorism empowering_local_partners.pdf Case Study,” Political Science and Politics Police and communities can (accessed April 3, 2012). 41, no. 1 (2008): 31-35, http://journals. employ the power of relation- 2 The White House, “National Strat- cambridge.org/action/displayAbstract; ships and education for a new egy for Counterterrorism, 2011,” http:// jsessionid=55FF87711AA10B7B0F84E41 and important purpose. Changes www.whitehouse.gov/blog/2011/06/29/ 3513E750F.journals?fromPage=online& to old ideas of community national-strategy-counter-terrorism aid=1631163 (accessed April 3, 2012). (accessed April 3, 2012); U.S. Homeland 7 United Kingdom, Home Office, “The policing will be required. Of- Security Advisory Council, “Counter- Prevent Strategy.” ficers must build new relation- ing Violent Extremism (CVE) Working 8 P.D. Silk, “Planning Outreach ships and seek to learn about Group, 2010,” http://www.s=dhs.gov/ Between Muslim Communities and previously ignored sections of xlibrary/assets/hsac_cve_working_ Police in the U.S.A. and the U.K.” society. However, this is not an group_recommendations.pdf (accessed (doctoral diss., The University of Geor- April 3, 2012); and “Guidance for gia, 2010), https://getd.libs.uga.edu/ unmanageable task. Success Building Communities of Trust;” U.S. pdfs/silk_phillip_d_201005_phd/silk_ likely will be measured by the Department of Justice, Office of Com- phillip_d_201005_phd.pdf (accessed April speed and effectiveness with munity Oriented Policing Services, http// 3, 2012). These two points were central which cities reorient previous nsi.ncirc.gov/documents/e071021293. to the author’s dissertation research and community policing capabilities buildingCommTruct_v2-August%2016. also are reflected in the work of Spalek, pdf (accessed April 3, 2012). Innes, and Lambert. The United Kingdom to address this important issue 3 The White House, “Empowering Lo- facet of the research was possible due to a without alienating Muslim com- cal Partners to Prevent Violent Extrem- Fulbright Police Research Fellowship. munities, who should be seen ism in the United States,” introduction. 9 Silk, “Planning Outreach Between as partners in the fight against 4 United Kingdom, Home Office, Muslim Communities and Police in the terrorism. “The Prevent Strategy” (Norwich, U.K., U.S.A. and the U.K.,” p. 168. TSO, 2011), http://www.homeoffice.gov. 10 D. Temple-Raston, Imam Arrests Key to this effort is recog- uk/publications/counter-terrorism/ Show Shift in Muslim Outreach Effort nizing that law enforcement prevent/prevent-strategy/ (accessed (NPR, July 19, 2011), http://www.npr. agencies and communities are April 3, 2012). org/2011/07/19/137767710/imam-arrests- in this together. Time-tested 5 The White House, “Empowering show-shift-in-muslim-outreach-effort relationships and informed Local Partners to Prevent Violent Ex- (accessed April 3, 2012). tremism in the United States,” p. 3. 11 Innes refers to this as the “impact understanding of communities 6 B. Spalek, S. El-Awa, L.Z. management” side of Prevent. The author’s and police will reinforce this. McDonald, and R. Lambert, Police- research in the United Kingdom revealed Experienced officers recognize Muslim Engagement and Partnerships evidence that the information flowing from that engagement and partner- for the Purposes of Counterterrorism: the police to the community was a valued ships between police and the An Examination (Summary Report) (Bir- and important facet of police-community public consistently bring about mingham, U.K.: University of Birming- partnerships. ham, 2008), http://www/ahrc.ac.uk/News/ 12 See similar concern noted in J.L. more thorough, inclusive, and Laest/Documents/Rad%20Islam%20 Esposito and D. Mogahed, Who Speaks informed strategies. As seen in Summary%20Report.pdf (accessed April for Islam: What a Billion Muslims Re- the United Kingdom and the 3, 2012) M. Innes, C. Roberts, and ally Think (New York, NY: Gallup Press, United States, this ultimately H. Innes, Assessing the Effects of Prevent 2007). serves the goals of ethical gov- Policing: A Report to the Association of 13 Silk, “Who Speaks for Islam,” p. 143. Chief Police Officers (Cardiff, U.K.: Uni- 14 Esposito and Mogahed. ernment and the people. versities’ Police Science Institute, Cardiff 15 Muslim Americans: Middle Class and University, 2011), http://www.ahrc. Mostly Mainstream (Pew Research Center, Endnotes ac.uk/News/Latest/Documents/Rad%20 2007), http://pewresearch.org/assets/pdf/ 1 The White House, “Empowering Lo- Islam%20Summary%20Report.pdf muslim-americans.pdf (accessed April 3, cal Partners to Prevent Violent Extremism (accessed April 3, 2012); and R. Lambert, 2012).

6 / FBI Law Enforcement Bulletin Leadership Spotlight

Different Voices

isdom tells us that if you and I think Most large private corporations welcome Wexactly alike, one of us is unneces- a diverse workforce. While laudable, these sary. While we, as law enforcement leaders, employee differences make these companies embrace diverse beliefs and perspectives in better and more profitable. In law enforcement, principal, the fact remains that we tend to find we are in the business of problem solving. To- comfort in those most similar to us. Embracing morrow, we may face a complex crisis that we diversity in the workplace entails more work cannot conceive of today—one with a solution than we would like, and succeeding at it means impenetrable with conventional thinking. Today attending to it in all of its manifestations. we need to build a team of people whose experi- I use the word diversity broadly to include ences and talents vary so that we are prepared the usual protected groups of individuals, as for whatever tomorrow brings. well as those whose temperament and aptitude It is not enough to have the “handsome diverge from those of the law enforcement family portrait on the mantle” for all to admire. majority. Not coincidentally, within that latter Embracing diversity does not mean just sitting characterization, we often find members of with it, tolerating it, and extending courtesy to protected groups. it. It means listening, engaging, and valuing In the last two decades, police manag- the differences. The more unease we feel with ers have done a decent job of recruiting and divergent viewpoints, the more important those hiring so our organizations better reflect the perspectives become. As leaders and managers, communities we serve. As a human resources we must encourage contrary voices. Our ability commander, I feel pride in our organization to understand and interact with our communi- and its heterogeneity. However, after recent ties and to solve complex problems depends on conversations with two employees, I have hearing all of the messages, not just the ones come to realize that difficult work remains and from people who look and think like us. that I have been complacent. A diverse workplace, then, is where leaders The employees who opened my eyes notice unheard, unappreciated, or, worse, silent comprise different protected groups. Neither voices. We must create an environment safe for individual alleges any wrongdoing or bias the expression of ideas, even the ostensibly out- from supervisors or peers, yet both feel like rageous ones. By uniting all of our people in the outsiders. They are thoughtful and intelligent. common cause of fighting crime, emphasizing While unafraid to voice their points of view, our shared mission, rather than our differences, they feel that their messages are discounted. we can look for ways to employ all of our unique Interestingly, both find that their “otherness” talents and perspectives. No two people think stems from their more cerebral approach, exactly alike, and all of us are necessary. rather than their gender or race. In a line of work where quick decisions and tactical prow- ess are highly valued, especially at the line Captain Carla A. Johnson of the Tucson, Arizona, level, those who are thoughtful and strategic Police Department prepared this Leadership Spotlight. stand out.

October 2012 / 7 © Thinkstock.com Mastering Rapport and Having Productive Conversations By ROBIN K. DREEKE

ot too long ago, a task find sources.” These agents then which still require a staff of force typically would would leave and do just that. professional officers skilled as Nfeature officers and With the ever-increasing conversationalists and rapport agents readying themselves to availability of technology, in- developers. conduct interviews, researching cluding open-source databases, Today’s professionals enter databases, and, ultimately, pre- law enforcement officers have the workforce with critical and paring to investigate their cases tended to stay in the office and highly sought-after techno- by talking to people. Following research in an attempt to con- logical skills that tend to exceed this usual morning routine, a tinually gather critical informa- those of prior generations. Sea- supervisor might walk through tion. This developing habit, soned generations in the work- and urge the remaining inves- coupled with a modern workforce often have a skill set that tigators out of the area with force adept and comfortable in enables them to develop effec- a simple statement of “Cases a computerized environment, tive rapport and have productive aren’t made in here. Get out and creates a challenge to agencies, one-on-one conversations. Of

8 / FBI Law Enforcement Bulletin course, combining all of these served Clark well throughout conducted research on using skills maximizes capability. her career.1 Likewise, over social media to develop per- Years ago when new agents the years, Clark has gleaned a sonality models. Becker always first arrived on their squads, valuable skill set for developing has regretted never taking the they joined many investigators quick rapport with individu- time while in school to put his who had extensive practical als to assess their confidential research and interest in people experience. Newer investigators human source potential. After into practical application. He usually teamed up with veter- all, most training academies finds the thought of approaching ans to “learn the ropes,” which continually echo “Assess a stranger and initiating a con- involved a simple but effec- everyone as a potential source.” versation daunting. Becker does tive process of going out and How can somebody evaluate not realize that most people observing how senior agents everyone as a potential source feel the same way. Fortunately, recruited confidential human without knowing how to have he will have the opportunity to sources, had productive conver- a productive conversation with work with Clark, a master rap- sations, and developed quick strangers? port builder. rapport. These unwritten skills Becker just joined the After a few weeks, Becker represented an art form passed cyber task force because of his has yet to leave the office and from one generation to the next. strong computer background. go out on his first interview, With today’s threats to na- He received his undergraduate let alone proactively try to tional security, quickly passing and graduate degrees in com- develop a confidential hu- along this expertise has become puter science from a leading man source. He has become a critical necessity. To this end, university. Becker always has increasingly anxious about the the author intends to help bridge had a fascination with people, prospect because he knows that the generational gap by break- as well as computers. He once his source-development skills ing down the skill of rapport building into an actionable tem- plate that anyone can use. GAINING IMPORTANT SKILLS Clark, a senior agent on …law enforcement a cybercrime task force, was “ officials must recruited years ago to the then- remember that few, if newly formed squad because any, cases are resolved of her expertise in developing without confidential confidential human sources human sources. while resolving terrorism cases. Prior to her current assignment, she worked with Smith, a senior agent who shared with her Special Agent Dreeke serves as program manager of the Behavioral Analysis Program” in the FBI’s Counterintelligence Division. many of the proactive source- development skills that have

October 2012 / 9 constitute a critical element on his free time with his children, protocols against foreign hack- his performance appraisal. while Clark pulled up a chair ers. “Wow,” said Becker, “That One Wednesday afternoon, and sat attentively listening sounds like exactly the type of Clark approached Becker, sit- to Becker play the part of the person who could help in our ting in his chair facing his com- proud father. About 15 minutes investigations.”3 Clark went on puter screen. He was surfing later when Becker seemingly to inform him that they later the Internet for social engineer- exhausted his conversation, would meet her contact, as well ing Web sites that might have Clark leaned in and asked, “So, as the new potential source, in information regarding upcom- are you ready to go out and do a week at the cyber conference ing training and conferences something?” Becker responded, exposition venue. concerning cybersecurity in the “Sure.” Becker asked Clark what civilian world. Clark glanced he could do to prepare for the around Becker’s cubicle and meeting. She informed him that noted prominently displayed they always would devise a photos of his children. One of strategy anytime they went out them featured him, apparently, …the simple act on an interview together. Clark coaching his young son at a of repeating the last told him to go home and get a baseball game. She smiled after phrase or statement good night’s sleep so they could seeing the picture and said, “Hi “by an individual is an begin their preparation first Becker, how are your first few excellent way to have thing in the morning. “The most weeks going?” He swiveled them elaborate on important aspect of what we around in his chair, looked up at that topic. will do next week is listening the smiling Clark, and replied, and building a friendship. Try to “Fine, but I’m a little con- recollect those moments in your cerned. I don’t feel like I’m re- life when you had an enjoyable ally contributing anything yet.” conversation and what made it Clark continued her friendly Clark went on to explain so. Bring those skills and that smile and responded, “That’s how she developed a couple awareness with you tomorrow Okay. It takes a little time to of valuable contacts in the as we prepare.” figure things out.” She humbly cyber community by attend-” apologized, without offering an ing InfraGard meetings years First Encounter excuse, that it took her this long ago.2 She described how one The following day, both to have a chat with him. of these contacts planned to investigators arrived in the Clark regarded the photo attend a local cyber confer- office early. Clark approached of Becker and his son, smiled ence and that the individual Becker’s cubicle and gave him while angling her head slightly wanted to introduce Clark to the name of the individual they to the side, and inquired, “Your a friend, a former computer would meet the following week. son?” Becker immediately hacker who now works for She went on to explain that the felt at ease and described how a cybersecurity firm test- person, Scott, would provide he coaches his son’s baseball ing systems for a number of training on social-engineering team. The two had a nice chat high-profile companies in skills at the symposium and that about what Becker does during an effort to increase security he looked forward to meeting

10 / FBI Law Enforcement Bulletin with them afterward. She asked became impressed with the con- that she needed him to observe Becker to find out as much tent and thoroughness of Scott’s so they could have a productive open-source information as he research. An incredible amount after-action review. The most could about Scott on the Inter- of information bridged the gap valuable advice that Clark gave net. Clark told him to pay par- between both the cyberworld Becker as they departed for the ticular attention to his likes and and the realm of interperson- meeting was to “Be yourself. If interests, if possible, and that al skills. you are anything else, people they would meet later to com- As the week passed, both can see through it, and you will pare notes on what they found. Clark and Becker continued end up looking fake.” She also Becker diligently researched reading Scott’s book and fol- told him to subdue his natural Scott on open-source Web pag- lowing his blogs and podcasts. desire to chat too much and es, including his business site. They felt that they had gained that she would prompt him at Not much personal information a thorough understanding of the appropriate times. Although was available, but both he and Becker did not quite understand, Clark compared notes on what he agreed. they discovered. They identified Clark and Becker arrived Scott as a married father of two at the symposium and quickly young children who has worked met up with her contact. After in Internet security for 15 years. a friendly hug with the indi- Apparently, he has personal or vidual, Clark quickly introduced general knowledge of many Becker to him as her friend and prominent persons in the cy- colleague who would teach her berhacking realm and routinely about technology. Becker felt attends many cybersecurity con- a sense of pride as the contact ferences around the world. Most gave him a friendly chuckle interestingly, Scott’s business © shutterstock.com and said, “Good luck with that. focuses on helping individuals I’ve tried for some time now.” and companies protect them- him from these resources. Scott Clark quickly fished through selves from malicious cyberat- seemed knowledgeable and her pocket and produced a tacks, as well as fraud. He also direct with a quick wit and a few items for her contact, has published a book and has mind for observation. He also who asked, “What do we have posted numerous blogs and appeared genuine in his desire here?” She explained that the podcasts on social engineering to help others avoid falling last time they had gotten togeth- on his Web site. victim to malicious hacking er, he expressed an interest in a Following the review of attempts. Clark devised the souvenir from the FBI National this information, Becker asked meeting engagement plan with Academy at Quantico, Virginia. Clark, “So, what next?” She re- input from Becker, who was Clark had called a friend of hers plied, “We will read his book.” surprised about the simplicity at the academy and had one They both left later that day to of the strategy and disappointed sent. She presented her grateful purchase a copy. During the that his role entailed mostly friend with the item. Addition- evening after work, Becker be- listening and observing. Clark ally, Clark said, “I know you gan reading it and immediately assured Becker and explained have a young boy. I came across

October 2012 / 11 Additional Resources

Tony Alessandra and Michael O’Conner, The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success (New York, NY: Warner Books, 1996) Terry Burnham and Jay Phelan, Mean Genes: From Sex to Money to Food: Taming Our Primal Instincts (New York, NY: Penguin Books, 2000) Dale Carnegie, How to Win Friends and Inﬂuence People (New York, NY: Pocket Books, 1990) Robin Dreeke, It’s Not All About Me: The Top Ten Techniques for Building Rapport with Anyone (Virginia: People Formula, 2011) Robin Dreeke, “It’s All About Them: Tools and Techniques for Interviewing and Human Source Development,” FBI Law Enforcement Bulletin, June 2008, 1-9 Robin Dreeke and Joe Navarro, “Behavioral Mirroring in Interviewing,” FBI Law Enforcement Bulletin, December 2009, 1-10 Robin Dreeke and Kara Sidener, “Proactive Human Source Development,” FBI Law Enforcement Bulletin, November 2010, 1-9 Sam Gosling, Snoop: What Your Stuff Says About You (New York, NY: Basic Books, 2008) Christopher Hadnagy, Social Engineering: The Art of Human Hacking (Hoboken, NJ: 2011) Aye Jaye, The Golden Rule of Schmoozing: The Authentic Practice of Treating Others Well (Naperville, IL: Sourcebooks, 1997) Joe Navarro, What Every Body Is Saying: An Ex-FBI Agent’s Guide to Speed-Reading People (New York, NY: Harper Collins, 2008) John Nolan, Conﬁdential Business Secrets: Getting Theirs—Keeping Yours (Medford Lakes, NJ: Yardley Chambers, 1996)

this coupon for buy one, get one made the introductions and let by thanking Scott for taking free ice cream and thought of them all know how he valued time to chat with them and ask- you guys. I hope you can enjoy their friendship and hoped for ing him how much time he had. it together.” Appreciative, he more great opportunities to Scott said that he had about 30 gave her another quick hug as collaborate together. Following minutes before his next func- he exclaimed to Becker, “She is the warm introductions, Clark’s tion. Clark replied, “Great, I always too good to me.” contact informed the group that think we’ll take less than that.” The contact guided them he had to get back to his re- Scott seemed to relax, and Clark through the symposium to some sponsibilities and that he would inquired, “So, Scott, we’ve tables and chairs for attendees check in with them another heard some great things about to sit and enjoy a snack or bev- time. you from our mutual friend, erage. At one of the tables, Scott Clark, Becker, and Scott sat including the fact that you are waited for them. Clark’s contact and began to chat. She started an expert. We hope you might

12 / FBI Law Enforcement Bulletin use some of your expertise to some topics that Becker recog- The conversation lasted for help us. We’re pretty new to the nized from his book. Scott again another 30 minutes and ended cybersecurity world and would smiled broadly as he recognized with a promise to continue chat- like your thoughts and opinions that Clark had begun to under- ting about how Scott may be on the biggest threats.” stand what he described to her. able to help Clark and Becker Becker immediately felt the Clark then quickly glanced at in their investigations. They all need to interject his thoughts her watch, as if snapping out parted with an agreement to get about the threats and had an of a daze, and stated to Scott, together again the following urge to correct Clark regarding “I think we have gone over week for lunch. her statement about not know- our promised time with you, ing much. He knew that Clark and I think Becker may have a Guidance had knowledge of and advanced baseball game with his son.” A Clark and Becker walked education in the subject. Clark clearly energized Scott inquired, out of the conference center. picked up on Becker’s desire to “You have a son in baseball?” It already was early evening, speak, but simply looked at him, and she asked him if he would smiled, and put her finger to her like to have dinner at a nearby lips as Scott began to talk. restaurant so they could go over Scott went on to explain the day’s events together. Ready his credentials in the area of He was amazed to eat and excited about his first Internet security, as well as at the simplicity of the engagement, Becker readily how he created his own com- techniques and also agreed. pany. Becker was amazed at “that he unwittingly They walked a few blocks how Clark simply sat there and has used them to a crowded restaurant. Decid- nodded her head in agreement. throughout his life. ing not to wait 30 minutes for Every now and then, she would a seat, the two hungry investi- have a quizzical look on her gators opted to eat at the bar. face, and, in response, Scott A bartender, apparently in his would explain a particular topic mid-50s, brought them menus in greater detail. At one point, and took their drink orders. Scott mentioned the phrase Becker replied, smiling, that Clark offered, “You look busy. “social engineering,” which he did and then picked up on Take your time.” He responded Clark simply repeated back to Clark’s cue as she nodded” at with “thanks” and a smile. him, and he went into greater him and said, “Scott, we’ve After the bartender served depth and explained the subject. probably kept you too long.” them their sodas, Clark turned Following Scott’s explanation, Scott dismissed them with a to Becker and asked, “So, what Clark repeated it and asked if wave and said, “Don’t worry did you think?” He smiled she had gotten it correct. Scott’s about it, I’m enjoying our chat.” broadly and said that he thought face lit up in excitement. He went on to tell Becker that the meeting with Scott went Clark followed up with a he also coached his own son’s well. Clark agreed and probed few statements on the impor- baseball team and then regaled further. “Why?” Becker took tance of Scott’s work, as well as them with his boy’s latest ex- a minute and replied, “I guess favorable comments regarding ploits on the field. because the conversation went

October 2012 / 13 so well, and we built rapport.” Clark went on to describe that help build rapport during a Again, she agreed and pushed how she also used pauses in conversation. him for more specifics as to the conversation so that Scott • Minimal encouragers what rapport-building tech- felt compelled to fill the silence • Reflective questions niques he noticed. He replied with more information that he that he thought it was just a deemed important. She also • Pauses natural conversation and did followed up Scott’s explana- • Paraphrasing not realize Clark purposely tion of social engineering by used any techniques. She stared paraphrasing the description Second Encounter silently at Becker as he sat and to demonstrate that she indeed Excited about the high- thought. He began replaying was listening. Becker nodded, lighted techniques, Becker told the meeting in his head and indicating that he now saw what Clark that he thought he had finally filled the silence with, gained a better understanding “I thought your bringing up my of establishing rapport. She son’s baseball was intentional chuckled and informed him that and an effective technique. although effective, these con- Scott also had a son and was versational techniques repre- interested in coaching as well.” She initiated sented only a few that she used Clark commended Becker for the conversation during the interaction. “Like his insight, but added, “There by establishing what?” Becker inquired. “an artificial time are a few conversational tech- Just then, the bartender niques that I also used. She constraint…. returned to take their orders. went on to ask Becker what he Before he departed, Clark stated remembered about the conver- to him, “I know you are busy, sation on social engineering. but my friend and I were hoping Becker thought for a second you would help us with a quick and said that Clark seemed like question.” Having remembered she was curious about the topic. was in front of him the whole Clark and Becker’s patience, “How?” replied Clark. “Well, time. Clark asked him, “What the bartender smiled and said, when Scott mentioned social are you doing right now?”” “Sure, what can I help with?” engineering, you had a quizzical Becker paused for a second and She thanked him and said, “I look and repeated the term back sheepishly replied, “Nodding?” have a teenage niece. My sister to him. Scott then explained the “Yes, that is exactly right. That and her husband have received topic in greater detail.” “Ex- is a minimal encourager that numerous requests from their cellent!” stated Clark. “I used demonstrates to individuals that daughter to allow her to date. what is called a reflective ques- you are listening and that they What do you think is an ap- tion.” She went on to say that should continue. I used those propriate age for kids to start the simple act of repeating the throughout the dialogue with dating?” The bartender chuck- last phrase or statement by an Scott.” Becker again nodded, led and said, “I have 20- and individual is an excellent way showing his agreement and 22-year-old daughters.” Clark to have them elaborate on that understanding, as Clark shared quickly replied, “Ahh, so we topic. a few conversational techniques have an expert.” He laughed

14 / FBI Law Enforcement Bulletin again and said, “Well, I don’t regular conversation?” “That’s and when” types of questions. know about that, but I have the point,” said Clark. “Build- Clark commended him for experience.” She went on to ask ing rapport and having valuable picking up on the technique about how the bartender dealt conversations, simply, entails and added that along with ask- with the issue, what ages the having the other individual en- ing how, why, and when, it is girls were when they began dat- joy your company. So, how did important to then validate the ing, and when he thought it was I accomplish that in this case?” ideas of the individual. Persons appropriate. Becker thought for another truly enjoy being correct and The bartender, Dave, en- moment and said, “You first having their opinions matter joyed reminiscing about his tu- apologized for taking his time to someone. Becker quickly multuous years with his teenage and asked if you could pose added that he noticed how Clark daughters. He also went on to a quick question.” “Great!” had given some form of gift to talk about what they are doing said Clark. “That is known as both Dave the bartender and to now, where he and his family her contact earlier in the day. grew up, and how he serves Clark explained that gift giv- as a part-time bartender in the ing, or “reciprocal altruism,” evenings to make extra money was critical in building rapport. while preparing for retirement In general, individuals have a from his full-time job. Dave biological need to reciprocate also said that his eldest daughter a gift, no matter how small the had an interest in forensics and item or, even, gesture. Often, criminal justice because of her the best method for allowing an fondness for television police individual to reciprocate a gift dramas. Clark recognized the is through a conversation and, opportunity, pulled a task force hence, rapport. souvenir out of her purse, hand- He was amazed at the ed it to Dave, and said, “Here, simplicity of the techniques © Thinkstock.com maybe your daughter would and also that he unwittingly has enjoy this.” Dave regarded establishing an artificial time used them throughout his life. the item with great admiration constraint. When individuals do Clark offered that in regard to and thanked Clark profusely not think you will take much of building rapport and interper- for the gift and conversation. their time, they more likely will sonal communication, most Dave quickly realized that he engage in a conversation. I also human beings have used these had been neglecting his other asked for his help with dating techniques. However, she ex- customers and began catching ages.” She went on to say that plained that in law enforcement, up with them. asking for help or “sympathy” officers generally cannot make serves as another useful tech- mistakes because of their need Guidance nique for eliciting a conversa- for relationships and partner- Clark asked Becker, “So, tion. “What else?” asked Clark. ships with individuals who can what did I do?” He thought Becker then described provide assistance. for a moment, put on a playful how she facilitated in-depth Clark and Becker discussed grin, and said, “Besides have a dialogue by asking “how, why, the techniques that she used

October 2012 / 15 Ten Techniques for Building Rapport

1) Establish artiﬁcial time constraints. Allow the potential source to feel that there is an end in sight. 2) Remember nonverbals. Ensure that both your body language and voice are nonthreatening. 3) Speak slower. Do not oversell and talk too fast. You lose credibility quickly and appear too strong and threatening. 4) Have a sympathy or assistance theme. Human beings want to provide assistance and help. It also appeals to their ego that they may know more than you. 5) Suspend your ego. This probably represents the hardest technique but, without a doubt, is the most effective. Do not build yourself up—build someone else up, and you will have strong rapport. 6) Validate others. Human beings crave feeling connected and accepted. Validation feeds this need, and few offer it. Be the great validator and have instant, valuable rapport. 7) Ask “how, when, and why” questions. When you want to dig deep and make a connec- tion, asking these questions serves as the safest, most effective way. People will tell you what they are willing to talk about. 8) Connect using quid pro quo. Some people are more guarded than others. Allow them to feel comfortable by sharing a little about yourself if needed. Do not overdo it. 9) Give gifts (reciprocal altruism). Human beings reciprocate gifts given. Give a gift, either intangible or material, and seek a conversation and rapport in return. 10) Manage expectations. Avoid feeling and embodying disappointment by ensuring that your methods focus on beneﬁting the targeted individual, not you. Ultimately, you will win, but your mind-set needs to focus on the other person.

throughout the conversation Becker pointed out that he he spoke just a little about his with Scott. She initiated the noticed how she had spoken son and baseball. Clark offered conversation by establishing an slower and that he thought she that this is known as “quid pro artiﬁcial time constraint of less sounded more credible than quo” so the other individual than 30 minutes. Clark illustrat- usual. Both Becker and Clark does not feel they are doing all ed how she used accommodat- identiﬁed how she used both the talking. Just a touch of this ing nonverbal behaviors, such sympathy and validation when is needed. as smiling and using a slight asking for help with Scott’s area Becker inquired if there head tilt. of expertise. Becker noted how was anything else important

16 / FBI Law Enforcement Bulletin that he might have missed wrote 10 techniques with a brief few, if any, cases are resolved that day. Clark said that there explanation for each. without confidential human was not, but there were a few sources. The art form known key things to keep in mind, as Conclusion as interpersonal skills, il- well, to help ensure success. Building rapport, perhaps, lustrated by the author in an She elaborated, “The most is the most important technique easy-to-use format, hopefully, important is ego suspension. that investigators use. Most law will help keep these critical Allowing others to be right enforcement agencies strive to skills fresh and up-to-date as even though we know them successfully resolve investiga- law enforcement continues to to be wrong and withholding tions by developing confiden- battle threats. our desire to correct them is tial human sources. Without This step-by-step pro- important, as well as difficult. the critical skill of developing cedure, which reflects time- During our earlier interview of rapport, the formula for success honored methods of building Scott, you almost interrupted quickly breaks apart. rapport, will benefit new offi- him, and I had to put my cers, as well as senior mentors finger to my mouth as a quick in law enforcement who have sign to you to not correct him. used these techniques for years Remember, what we think and and seek easy ways to describe know to be correct often is not Building rapport, and pass on these great skills nearly as important as what perhaps, is the most to others. By mastering new the other person may think. important technique technologies and maintaining When building rapport, don’t “ their mastery of interpersonal that investigators build resentment by correcting use. skills, investigators will con- someone. Suspend your ego.” tinue to provide the excellent Becker nodded, remembering service and protection their how he felt the impulse to in- community and country have terject during the conversation come to expect. and was amazed at how Clark Today’s law enforcement just let Scott continue. professionals face immense Endnotes Clark also explained that and ever-growing challenges. 1 Robin K. Dreeke and Kara D. managing expectations proves Possessing advanced computer” Sidener, “Proactive Human Source important. She went on to say skills proves critical in combat- Development,” FBI Law Enforcement that all of the techniques are ing the growing cyberthreats Bulletin, November 2010, 1-9. highly effective when used facing nations and their citizens. 2 InfraGard is an association of businesses, academic institutions, law proactively, but that if the oth- Investigators must have the enforcement agencies, and other partici- er person is not in the mood to ability to use these computer pants dedicated to sharing information receive these “gifts,” Becker systems and networks to help and intelligence to prevent hostile acts should not feel disappointed. further investigations. against the United States. Its Web site is “It’s them, not you. Simply However, in addition to http://www.infragard.net. 3 For more information on how to smile and try again later.” mastering these new critical proactively develop these types of con- Clark took a piece of paper out technologies, law enforcement fidential human sources, see Dreeke and of her folder for Becker and officials must remember that Sidener.

October 2012 / 17 ViCAP Alert Attention Violent Crime, Cold Case, and Crime Analysis Units Race: White Sex: Male Serial Murder – South Carolina, Age: Over 30 years old Missouri, Tennessee Height: 5’6” tall Weight: Slender build Hair: Dark with gray; n April 4, 1990, Genevieve Zitricki, thin, graying mus- Oa 28-year-old white female, was blitz tache attacked while she slept in her apartment in Greenville, South Carolina. The offender forced Clothing: Dark pants, entry via the patio sliding glass door. The victim plaid shirt, work was beaten, strangled to death, and later found boots, glasses in her bathtub. The offender left a threatening Misc: Spoke with a “northern” accent message on Zitricki’s mirror. Vehicle: In 1998, he had access to a full-size On March 28, 1998, Sherri Scherer and van, dark in color, possibly maroon her 12-year-old daughter, Megan, were found murdered inside their farmhouse near Porta- geville, Missouri. Both victims were shot with a .22 caliber gun, and Megan had been sexually murder in South Carolina up until the present, par- assaulted. ticularly in Arkansas, Illinois, Kentucky, Missouri, Two hours later and 40 miles away in Dy- North Carolina, South Carolina, and Tennessee. To ersburg, Tennessee, a white male approached a provide or request additional information, please woman in her mobile home and asked for direc- contact Detective Tim Conroy, Greenville, South tions. A struggle ensued, and the stranger ﬁred a Carolina, Police Department, at 864-467-5340 or shot through the door, striking the woman in the [email protected]; Sergeant W.T. (Bud) shoulder. The victim survived her injuries. The Cooper, Missouri State Highway Patrol, at 573- unknown male left the premises in a full-size 225-1050 or [email protected]; van, possibly maroon in color. Investigator Chris Hensley, New Madrid, Missouri, The Missouri and Tennessee cases are Sheriff’s Department, at 573-748-2516; Investi- linked by ballistics, and the South Carolina and gator Terry McCreight, Dyer County, Tennessee, Missouri cases are linked forensically to a com- Sheriff’s Ofﬁce, at 731-285-2802, extension 112 or mon unknown offender. In 1998, a description [email protected]; or the FBI’s Violent of the offender was provided. Criminal Apprehension Program (ViCAP) at 800- 634-4097 or [email protected]. Assistance Requested Alert # 2012-07-02, Released 07/27/2012, JMS We are looking for other similar, unsolved To review other ViCAP Alerts, please visit http:// homicides from the time frame prior to the 1990 www.fbi.gov/wanted/vicap/vicap.htm.

18 / FBI Law Enforcement Bulletin Focus on Organizational Culture

aw enforcement responsibilities require group work and represent common choices when Lpolice to assume leadership positions in people come together for decision making and their organizations and communities. In response problem solving. Current definitions of task group to citizens’ expectations, officers strive to prepare leadership fit nicely with the work police do every themselves to fulfill these roles effectively. Police day.1 When leading in these situations, officers can demonstrate their leadership skills in many must manage conversations and relationships and ways, such as facilitating block-watch groups, focus on the point of the group. The designated leading meetings and task forces, serving as team leader must understand group dynamics and know or divisional commanders, and conducting inves- how to effectively apply that knowledge. tigations. In all of these instances, officers find To provide a basis for discussion, the authors themselves face-to-face with various communica- focus on one common type of task group in po- tion styles and personal needs. lice work—debriefing meetings. They outline the To this end, the authors have assembled re- purpose of these meetings and present needed sources from literature on task groups, which leadership skills for working effectively in such comprise one feature of the broad methodology of settings.

October 2012 / 19 TAKING THE LEAD and work together and then use their observations of these dynamics to facilitate the meeting, they Content and Process will increase the likelihood of positive outcomes. Leaders must learn how to balance content (the As a result, the organization will gain the infor- purpose or objective of the group) and process (in- mation it seeks, and members of the debriefing teractions and relationships among its members). meeting will believe that they have contributed to As a debriefing meeting occurs in the aftermath of this effort. They will feel invested and consider a critical incident, its purpose, or content focus, is their time well spent. If leaders do not understand to bring together everyone involved in the event and appreciate the need to include attention to the and gather information. Objectives include identi- process of how the debriefing meeting unfolds, fying the response to the incident, evaluating the they likely will fall into a trap of focusing entirely steps taken, and determining necessary procedures on the content or goal. In doing so, they will not for addressing future events. Debriefing meetings gain access to the valuable resources provided can last 30 minutes to 1 hour, several hours, a full by participants. These leaders certainly will miss day, or longer depending on opportunities to intervene the scope of the incident. when necessary to address Officers may misunder- dynamics that hinder group stand and dislike debriefing productivity. meetings and consider them What sorts of issues do poorly run and a waste of “ debriefing meeting lead- …with interpersonal, time. Consequently, such ers need to remain aware personnel do not readily ar- feedback, and leadership of? For example, what will rive to the groups with much skills, police can increase happen if one or two people positive anticipation or good- their positive impact while monopolize conversations will. Why? Perhaps the offi- meeting their daily or redirect the discussion cers dread a preponderance responsibilities. away from the topic at of content requiring them to hand? What should lead- suffer through an agenda and ers do to encourage quieter do not recognize any value members? What can they do to themselves. However, ” to keep the conversation on successful debriefing meet- point or move to a different ings do not focus on information and facts alone; topic when necessary? How could leaders inter- their productivity rests largely on the leader’s ex- rupt dialogue aimed at defending one participant’s pertise in cultivating relationships among partici- position to the detriment of discussing all of the pants, inviting them to take action and contribute relevant issues? How should they address non- resources, and knowing how to intervene when verbal behaviors (e.g., eye rolling, grimaces) that issues interfere with the group’s work. convey negative reactions to what a member says? Process often becomes overlooked by members How can leaders manage the timing and sequence who do not consider it as important as the content of the meeting? How could they wrap up a session or “getting the job done.” However, leaders should and plan for future meetings? recognize the primary significance of attention to These questions represent myriad issues that process. If leaders take the time to observe how par- can surface when people come together with a ticipants listen to each other, engage one another, range of individual goals, needs, and styles of

20 / FBI Law Enforcement Bulletin communication. To this end, leaders must know meeting’s accomplishments and what next steps to how to attend to verbal and nonverbal skills, focus, take in moving forward. For example, near the end paraphrase, reflect, summarize, and clarify. In ad- of a debriefing session, the leader can go around the dition, the authors introduce three skill sets that group again and say something, like “As a result of can help leaders define purpose and identify goals, our conversation today, I would like each of you build connections and relationships, keep the group to summarize your major learning points related to moving and on course, consolidate learning, and your responsibilities in this matter and what you effectively end the meeting. plan to do to prepare for future incidents.” In this round, the leader invites input from everyone and Important Skill Sets emphasizes the importance of transfer of learning. The closing phase of a meeting serves as a critical Rounds time to ask members to reflect on next steps. What This activity involves leaders asking mem- are participants taking away with them? Who will bers to respond to a stimulus designed to build do what and by when? Attention to transfer of involvement and gather infor- learning brings the group full mation.2 Leaders strive for sev- circle to the concept of voice— eral goals: ensuring that the helping members verbally ex- meeting has a clearly commu- press themselves in a climate nicated purpose, everyone has characterized by collaboration a voice, and the round is con- and cooperation.4 Rounds give ducted in a timely manner. With leaders a structure for inviting these goals in mind, a debrief- voice and encouraging meaning leader can begin by stating ing; that is, members more eas- “Our purpose today is to evalu- ily can understand and value ate the incident that occurred last their contributions in the group. week. To accomplish this pur- Everyone in the meeting ben- pose, I want everybody’s input, efits from the mutual construc- and I would like to start by go- tion of knowledge provided by ing around the room to ask each © Gustavo Nadasi/Port St. Lucie Police Department all present. However, manag- of you to briefly introduce your- ing these various conversations self and state your responsibilities in this particu- in a debriefing meeting can prove difficult. lar event.” This action illustrates a balance between process and content by focusing on the purpose of Drawing Out, Cutting Off, Holding, the meeting and inviting input from everyone pres- and Shifting the Focus ent. The leader activates the concept of voice—im- These four key skills help leaders in a debrief- portant for laying the foundation for collaboration. ing session handle the needs, preferences, and As members hear themselves speak, they identify styles of members and maneuver through complex their roles and responsibilities and clarify and re- dynamics. Leaders use drawing out to make sure inforce their reasons for involvement in the group. that everyone has their voice heard.5 Cutting off While participants check in during this round, the refers to interrupting one individual from talking, leader begins to observe the ways that they commu- thus including all participants, and ensuring that nicate and interact with each other.3 rambling or extraneous conversation does not oc- Rounds also prove helpful (as a checkout) at cur.6 This skill enables leaders to hold the focus on the end of the group when members discuss the a topic of importance or to shift from a subject that

October 2012 / 21 has had adequate coverage to another one impor- As members provide verbal input, leaders want to tant to the meeting.7 monitor nonverbal behaviors and watch for signs A leader has heard from everyone in the open- that may negatively affect the work of the group. ing round and wants to ask for further information For instance, in the previous example, while Bob and clarification by turning to Bob, the head of the provides information in response to the leader’s communications. “Bob, can you go back to what question, several members grimace, scowl, or roll happened when you got the call and walk us through their eyes. Ignoring such behaviors at this point the steps you took.” As Bob begins to speak, sev- can cause the dynamics in the room to escalate eral other participants jump in with statements, into a tone of negativity that will hurt efforts for like “Well, he took too long to respond.” This collaboration. As a whole, the group will become represents a point at which stuck, and potential positive meetings can reach a fork in outcomes from the meet- the road. The leader needs to ing will be compromised. interrupt and say something, Despite the desire to allow like “I realize that everyone Officers may Bob to speak, the leader will here has opinions about how “ want to say something, like misunderstand and dislike things worked or not. The debriefing meetings…. “I need to stop the meeting point of this meeting is to for a moment. I notice that get to the bottom of these Consequently, such John and Mary are giving issues; however, we need to personnel do not readily strong signals that they are do this in an orderly fashion, arrive to the groups with unhappy with Bob’s report. and I want to get back to much positive anticipation At this point, we need to the question I asked Bob. I or goodwill. clear the air. We can’t move will make sure we hear from ahead until we address what everyone before the meet- is going on in the room right ing ends.” This statement ” now. John, what exactly illustrates how leaders can bothers you about Bob’s interrupt off-the-point remarks and return to the report?” With this intervention, the leader has stated focus. Leaders, especially those who do not identified an issue that requires immediate at- want to appear rude, may find this skill awkward. tention. Leaders must have a comfort level with However, if they do not interrupt such comments, giving feedback to have success with this type of the meeting can turn into chaos quickly. When Bob intervention. In the exchange with John and Mary, has finished his report, the leader must have skills the leader can begin employing rounds, cutting for shifting the focus to the next one. Leaders want off, drawing out, holding the focus, shifting the to keep an eye on sequencing and timing so that focus, and encouraging the use of “I” statements— all pertinent topics get addressed in a climate of crucial to ensuring that meeting participants own respect and collaboration. their viewpoints.8 These statements reduce the likelihood of vague and ambiguous language that Here and Now further can fuel contentious conversations. In this This concept runs as a thread through the execu- example, the leader could coach John to say, “I did tion of leadership skills. It captures the essence of not agree with Bob’s actions,” as opposed to “Bob process and represents a valuable tool for leaders. did something wrong.”

22 / FBI Law Enforcement Bulletin CONCLUSION this new generation, police departments can create Leading debriefing meetings, as well as all task an organizational culture that values interpersonal groups, can prove challenging. However, with in- and leadership skills and supports a strategically terpersonal, feedback, and leadership skills, police focused training curriculum to teach and evaluate officers can increase their positive impact while these abilities. As a result, all members of the orga- meeting their daily responsibilities. Important nization will master and demonstrate a set of skills concepts and skills can be taught, modeled, and that moves police work a step closer to the reality transferred to all members of the organization. of civility and effectiveness. A human endeavor, effective police work with individuals and in group settings requires strong Endnotes interpersonal skills. Everything that officers do 1 Diana Hulse-Killacky, Jim Killacky, and Jeremiah Donigian, requires competence in ver- Making Task Groups Work in Your bal and nonverbal commu- World (Upper Saddle River, NJ: nication. This concept also Merrill/Prentice Hall, 2001), 6. 2 Robert L. Masson, Riley L. holds true among medical Harvill, and Christine J. Schimmel, professionals who under- Group Counseling: Strategies and stand the value of effective “…myriad issues… Skills, ed. E. Jacobs (Belmont, CA: communication. At least 8 can surface when people Brooks/Cole, 2012), 198. medical schools in the United come together with a 3 Hulse-Killacky, Killacky, and Donigian, 20. States and 13 in Canada use range of individual goals, 4 Jonathan J. Orr and Diana the multiple mini interview needs, and styles of Hulse-Killacky, “Using Voice, (MMI) as part of the admis- communication. Meaning, Mutual Construction of sions process. In combination Knowledge, and Transfer of Learn- with standard criteria, such ing to Apply an Ecological Perspec- as grades and test scores, the tive to Group Work Training,” Journal for Specialists in Group MMI requires applicants to ” Work 31 (2006): 192. participate in nine brief in- 5 Masson, Harvill, and terviews designed to ascertain their command of Schimmel, 183. social skills. As the dean of Virginia Polytechnic 6 Masson, Harvill, and Schimmel, 168. Institute and State University’s Carilion School of 7 Masson, Harvill, and Schimmel, 153-157. 8 Hulse-Killacky, Killacky, and Donigian, 57-58. Medicine states, “Our school intends to graduate 9 Gardiner Harris, “New for Aspiring Doctors, the People physicians who can communicate with patients Skills Test,” New York Times, July 11, 2011. and work in a team.”9 The authors suggest that changing a few words could read, “Police training Peter J. McDermott welcomes readers’ questions and intends to prepare personnel who can communi- comments at [email protected]. cate with the public and work in a team.” The emphasis on human relations invites Mr. McDermott retired as captain from the West Hartford and Windsor, Connecticut, Police Departments and as an police organizations to place interpersonal skills instructor from the Connecticut Police Academy. training front and center of their curriculum. A Dr. Hulse is a professor in and chair of the Counselor commitment to the role and significance of effec- Education Department at Fairfield University in Fairfield, tive communication in police work sets the stage Connecticut. for a new generation of well-trained personnel. In

October 2012 / 23 Bulletin Honors

Canton, Ohio, Police Memorial In Canton, Ohio on May 21, 1994, the Fraternal Order of Police (FOP) McKinley Lodge No. 2 Police Memorial was dedicated. This monument is located on the grounds of the Stark County Courthouse in downtown Canton. The effort to erect the memorial was spearheaded by the FOP McKinley Lodge No. 2 and came to fruition after major corporate and community donations. Modeled after the emblem of the FOP star, this tribute to fallen officers is constructed of Berrie Gray Vermont granite. It bears the names of Stark County law enforcement officers killed in the line of duty. The inscription on the memorial, penned by Lt. Edward Hostetter (Retired) of the Canton Police Department, reads: “In Honored Memory of Those Who Gave Their Lives in the Line of Duty. Proudly Dedicated by Their Fellow Officers May 21, 1994.”

24 / FBI Law Enforcement Bulletin Becoming More Resilient By JEAN G. LARNED, Ph.D. © Thinkstock.com

an we learn to be more training or played sports, and In three words I can sum up resilient? Could sensi- the coach would push you past everything I’ve learned about life: Ctive or less resilient your comfort level to achieve It goes on. individuals become hardier? In greater results. As you found, -Robert Frost this modern age of hypersensi- you could endure. Or, do you tivity, when even the simplest recall, perhaps, growing up of issues becomes major or easy with just the basic necessities, tasks become insurmountable, playing outside, having no fast people have learned to give up food or television, walking to instead of plowing on through and from school, and working the problem. in your yard because you were The answer to the ﬁrst ques- told to do so? This was the be- tion is a resounding yes. Re- ginning of resilience. member your years in school? Granted, when a person You probably had physical faces a problem, it often seems

October 2012 / 25 big to them at that moment. For Proactive use of resilience important in understanding how some of us looking at the same allows you the ability to seek it works.2 issue, we cannot imagine why out new experiences that will Self-awareness involves ob- the individual sees it as so large. enrich your life. With this said, serving yourself and recognizing And, there’s the rub—we differ you need to understand yourself a feeling as it happens. Self-reg- in how we cope with stressful first. How? Introspection is the ulation entails handling feelings situations. Resilience comes first step in understanding what appropriately; realizing what from understanding yourself you can or cannot do and your is behind a feeling; and finding and how you react to your envi- level of endurance at a mental, ways to address fear, anxiety, ronment. It can change how you personal, and emotional level. anger, and sadness. Motivation handle setbacks. Being more re- includes channeling emotions in silient can affect how enthusias- AREAS OF FOCUS the service of a goal, controlling tically you approach challenges. emotions, delaying gratification, It can improve how you think Emotional Intelligence and stifling impulses. Empathy during conflicts or stressful Emotional intelligence is a involves remaining sensitive to periods. Resilience can help you form of social intelligence that others’ feelings and concerns, learn from past difficulties and employs the skill of awareness, taking their perspective, and derive knowledge and mean- or being “clued in,” to monitor appreciating the differences in ing from those setbacks and one’s own and others’ emotions, how people feel about things. failures. Responding effectively discriminate among them, and, Social skills include managing to adversity, overcoming ob- in the end, use the information emotions in others, embodying stacles, getting through normal to guide one’s own thinking and social competence, and handling daily hassles, and dealing with actions.1 Several subcategories relationships. life-altering events form the relating to both intrapersonal cornerstone of resilience. and interpersonal skills are Self-Awareness • Emotional awareness: recognizing emotions and their effects • Accurate self-assessment: knowing personal strengths Your emotional and limits “resilience can improve • Self-confidence: having a and strengthen through strong sense of self-worth understanding yourself and capabilities, a basic better and improving your belief in the ability to do emotional intelligence. what is needed to produce a desired outcome Self-Regulation

Special Agent Larned serves in the Behavioral Science Unit at the FBI Academy. • Self-control: keeping disrup- ” tive emotions and impulses in check

26 / FBI Law Enforcement Bulletin Skills in Building Team Synergy • Trustworthiness: maintain- • Calming influence on other people ing standards of honesty and integrity • Having the ability to often improve the moods of others • Conscientiousness: taking • Maintaining effectiveness in motivating people to responsibility for personal achieve their personal goals performance • Responding appropriately to others’ moods, motivations, • Adaptability: learning to be and desires flexible in handling change • Having a locus of control based around self-esteem (in- • Innovation: being comfort- dividuals who have experienced repeated failures often able with novel ideas, will develop a learned response, becoming helpless and approaches, and new hopeless and lacking a sense of who or what is in control information of their life) • Maintaining an internal (I control my actions) versus Motivation external (outside forces control my life) perspective • Achievement drive: striving • Recognizing that mental health encompasses more than to improve or meet a stan- the absence of mental illness—it should resemble a vi- dard of excellence brant and fit mind and spirit6 • Commitment: aligning with • Understanding the factors that make people feel fulfilled, the goals of the group or engaged, and meaningfully happy organization • Initiative: becoming ready to Source: Daniel P. Goleman, Emotional Intelligence (New York, NY: act on opportunities Bantam Books, 1995). • Optimism: maintaining persistence in pursuing goals despite obstacles and setbacks and align- an active interest in their get angry at people who ing with hope—a predictor concerns come around and bother me of success (e.g., I am able • Developing others: detecting with foolish questions. I am to motivate myself to try other individuals’ develop- adept at reading people’s and try again in the face of ment needs and bolstering feelings by their facial ex- setbacks. I like to push the their abilities pressions. I easily can “put limits of my ability. Under myself into other people’s pressure, I rarely feel help- • Leveraging diversity: culti- shoes.”) less. I easily can set nega- vating opportunities through tive feelings aside when different kinds of people Social Skills called on to perform.) • Maintaining political awareness: reading a group’s emo- • Influence: wielding effective Empathy tional currents and power tactics for persuasion • Understanding others: sens- relationships (e.g., I am • Communication: listening ing other people’s feelings effective at listening to other openly and sending con- and perspectives and taking people’s problems. I rarely vincing messages

October 2012 / 27 • Leadership: inspiring and one expert, “It’s not that less cultivating personality strengths guiding individuals and resilient people are lacking and honing an optimistic ap- groups some kind of ‘coping gene’ proach to life, rather than on • Change catalyst: initiating or anything like that. Indeed, cataloging human frailty and or managing change they have the power within to disease, which has served too become just as resilient as their long as the focus of psycholo- • Building bonds: nurturing more intuitively resilient coun- gy.4 Traditional psychology instrumental relationships terparts simply by training their focused on atypical or dys- • Collaboration and coopera- minds to think more positively functional people with mental tion: working with others and then learning how to change illness, emotional problems, toward shared goals their behaviors to reflect their personality disorders, or other • Team capabilities: creating new, more positive attitudes.”3 psychological issues and, in group synergy in pursuing the end, how to treat them. By collective goals contrast, positive psychology, a Your emotional resilience relatively new field, examines can improve and strengthen how ordinary people can be- through understanding your- …everyone needs come happier and more self better and improving your guidance, instruction, fulfilled. emotional intelligence. We all or a learning tool “ Cognitive Restructuring are born with different coping to go by from time mechanisms; in fact, some of to time. Another way to become a us have none. Emotional intel- more resilient person is through ligence gives us the ability to, a process called cognitive finally, become a more resilient restructuring—in short, chang- person. ing a perception from a nega- You need to make a personal tive interpretation to a neutral Visualization paradigm shift from being hope- or positive one and, in turn, Think about becoming men- less, hapless, and helpless to making it less stressful. Cogni- tally and emotionally tougher. becoming stronger, tougher,” and tive restructuring also is known Look to other people for ex- hardier. as reappraisal, relabeling, and amples of mental and emotional reframing. Individuals acquire toughness. For instance, when Positive Psychology irrational or illogical cognitive I was a boy, I admired John Your mental outlook or interpretations or beliefs about Wayne and wanted to emulate mood affects how you behave themselves or their environ- his confidence, strength, and and interact with the world. ment. The extent to which these fortitude. Although he was an Start seeing the good in things, beliefs are irrational is impor- actor, the character traits he the brighter side of life and the tant and equals the amount of exuded made me want to be little enjoyments along the way emotional distress experienced strong like him. The point? that cheer you up. To this end, by the person. Seeing is believing; start acting positive psychology—the study From a visual model, like a more resilient person, of the human condition and how cognitive restructuring entails and, eventually, you also will people live and interact with 1) an activating adverse event start to believe it. According to their environment—focuses on or stressor (e.g., traffic jam) that

28 / FBI Law Enforcement Bulletin 10 Steps to Becoming More Resilient 1) Make connections: Valuable relationships with close family members, friends, or others are important. Accepting help and support from those who care about and will listen to you strengthens resilience. Some people find that participating in civic groups, faith-based organizations, or other local organizations provides social support and can help with reclaiming hope. Assisting others in their time of need also can benefit the helper. 2) Avoid seeing crises as insurmountable problems: You cannot change the fact that highly stressful events happen, but you can change how you interpret and respond to these events. Try looking beyond the present to how future circumstances may be a little better. Note any subtle ways in which you might already feel somewhat better as you deal with difficult situations. 3) Accept that change is a part of living: As a result of adverse situations, certain goals no longer may be attainable. Accepting circumstances that cannot be changed can help you focus on circumstances that you can alter. 4) Move toward your goals: Develop some realistic goals. Do something regularly, even if it seems like a small accomplishment, that enables you to move toward your goals. Instead of focusing on tasks that seem unachievable, ask yourself, What is one thing I know I can accomplish today that helps me move in the direction I want to go? 5) Take decisive action: Act on adverse situations as much as you can. Take decisive actions, rather than detaching completely from problems and stresses and wishing they would just go away. 6) Look for opportunities for self-discovery: Often, people learn something about themselves and may find that they have grown in some respect as a result of their struggle with loss. Many people who have experienced tragedies and hardships have reported better relationships, a greater sense of strength even while feeling vulnerable, an increased sense of self-worth, a more developed spirituality, and a heightened appreciation for life. 7) Nurture a positive view of yourself: Developing confidence in your ability to solve problems and trusting your instincts helps build resilience. 8) Keep things in perspective: Even when facing painful events, try to consider the stressful situation in a broader context and keep a long-term perspective. Avoid blowing the event out of proportion. 9) Maintain a hopeful outlook: An optimistic outlook enables you to expect that good things will happen in your life. Try visualizing what you want, rather than worrying about what you fear. 10) Take care of yourself: Pay attention to your own needs and feelings. Engage in activities that you enjoy and find relaxing. Exercise regularly. Taking care of yourself helps to keep your mind and body primed to deal with situations that require resilience.

Source: American Psychological Association, “10 Tips for Building Resilience in Children and Teens,” http://www.apa.org/helpcenter/resilience.aspx#.

October 2012 / 29 Living an Enriched and Fulfilled Life • Count your blessings. • Jumping to conclusions: Drawing inferences (usually • Practice acts of kindness. negative) from little (if any) • Savor life’s joys. evidence • Thank a mentor. • Telescoping: perceiving • Learn to forgive. recent events as distant and distant events as recent • Invest time and energy in friends and family. • Emotional reasoning: as- • Take care of your body. suming that reality is in line • Develop strategies for coping with stress and hardships. with one’s current emotions (e.g., I am sad; therefore, Source: S. Lyubomirsky, The How of Happiness: A Scientific Approach everything around me is to Getting the Life You Want (New York, NY: Penguin Press, 2008). melancholy.) • Making a habit of “should” statements: having patterns triggers negative feelings; 2) be- partnership, quitting a job, of thought that imply the liefs, distortions, and inner dia- or acting in other impulsive way things “ought” to be, logue about the problem (e.g., ways; mood swings; and rather than embracing the increased adrenalin, feelings of interpersonal problems actual situation or having rigid rules that “always anxiety); and 3) behavioral and • Overgeneralizing: making emotional consequences (e.g., apply” regardless of the an inaccurate blanket state- circumstances stress of target organs, increase ment (e.g., All people from of heart rate and blood pres- the South are less intelligent • Personalizing events: taking sure). You can avoid all of this than the rest of the country.) personal responsibility for if, for instance, you tell yourself something that you had no that you cannot do anything • Labeling: defining or de- control over about the traffic, sit back and scribing someone in terms enjoy music, bide your time, of their appearance or Pursuit of Hope behavior (e.g., identifying and recognize that you, eventu- Try to find the good in a ally, will get through it. an overweight individual as lazy) bad situation, shift your focus Another facet of cognitive to problem solving, keep the restructuring is known as cogni- • Filtering: distorting what stressor in perspective, control tive distortions. This encom- someone says into some- your inner dialogue, stop passes behaviors that prove thing different from what negative self-talk, and, most troublesome for persons who was communicated, per- important, avoid the blame react (expressive) first and think haps, to fit one’s own pre- game. How do you control these (cognitive) second.5 conceptions or ideas irrational beliefs? First, identify • All-or-nothing (dichoto- • Disqualifying the positive: the irrational belief that you mous) thinking: “It’s my continually downplaying need to control. Believe it or way or the highway”-type positive experiences for use- not, some people cannot even thinking that leads to ex- less reasons, often reveling identify what is bothering them. treme actions, like leaving a in the negative Second, can this perception be

30 / FBI Law Enforcement Bulletin rationally supported? Third, day and make it to that future yourself for past actions or situa- what evidence exists for its moment, and all will be differ- tions. Live for today, and have a falseness? Fourth, does any ent from today. positive attitude. evidence exist for its truthful- I guarantee you this much: ness? Fifth, what is the worst There is one constant in life— Endnotes thing that actually can happen? everything changes. Resilience 1 Daniel P. Goleman, Emotional Intel- Sixth, what good can you derive encompasses a mix of inner ligence (New York, NY: Bantam Books, from this experience? strength, hope, steadfastness, at- 1995). In the end, everyone needs titude, and living in the present. 2 Ibid. guidance, instruction, or a learn- Approach your troubles as chal- 3 Rachel Baldino, “Mind Over Matter: ing tool to go by from time to lenges that you can overcome. Can You Learn to Become More Emotion- ally Resilient?” http://www.sixwise.com/ time. Having some beacon of Only worry about the things newsletters (accessed October 31, 2011). light to guide you when every- you can change; let everything 4 Martin Seligman, Authentic Happiness: thing seems dark, foreboding, else take care of itself. Be per- Using the New Positive Psychology to Real- and ominous just might make sistent in overcoming obstacles, ize Your Potential for Lasting Fulfillment all the difference. That could pushing through no matter (New York, NY: Simon and Schuster, 2002). 5 David Burns, The Feeling Good Hand- come from reading an article or what, and, above all, remain op- book (New York, NY: William Morrow and book, hearing an inspirational timistic and have hope. Do not Company, Inc., 1989). message, commiserating with live in the past or be too hard on 6 Martin Seligman, Authentic Happiness. friends, receiving a compli- ment, appreciating the laughter in children, or enjoying the warmth of a pet. Make a list Additional Resources of things you want or need to American Psychological Association, “10 Tips for Build- complete. A list is a great way ing Resilience in Children and Teens,” http://www.apa.org/ of getting organized and feeling helpcenter/resilience.aspx#. a sense of accomplishment. Rachel Baldino, “Mind Over Matter: Can You Learn CONCLUSION How To Become More Emotionally Resilient?” http://www. Only you know what makes sixwise.com/newsletters. you tick or which methods work for you to become more David Burns, The Feeling Good Handbook (New York, resilient or hardy. Whatever al- NY: William Morrow and Company, Inc., 1989). lows you to deal with adversity, Daniel Goleman, Emotional Intelligence (New York, harness and use it, and always NY: Bantam Books, 1995). remember that no problem will last forever. Look back to S. Lyubomirsky, The How of Happiness: A Scientific a perceived problem you had Approach to Getting the Life You Want (New York, NY: 1, 5, or 10 years ago, and you Penguin Press, 2008). probably will think, Wow, I was Martin Seligman, Authentic Happiness: Using the New concerned about that! So, re- Positive Psychology to Realize Your Potential for Lasting member that same insight works Fulfillment (New York, NY: Simon and Schuster, 2002). going forward if you think of it in that context. Just live every

October 2012 / 31 Bulletin Report

Radio Interoperability The U.S. Department of Justice, National Institute of Justice, presents Wisconsin State Patrol Tests New Path to Radio Interoperability, which highlights a strategy for adopting the Project 25 radio interoperability standards. Project 25 refers to a suite of standards for digital, two-way wireless communications products. A committee of manufacturers, public safety agencies, and state and federal communications professionals launched Project 25 in 1989 to provide detailed standards for interoperable radios. The Wisconsin State Patrol ran a four-site pilot program that created P25 capabilities across the network. The agency tested a P25 channel controller, a new product that converts conventional analog repeaters into P25 repeaters across multiple sites and in support of multiple frequencies. Although participants ran into various problems related to programming, the pilot experience showed the extent of the cooperation needed between the vendor and law enforcement communities to achieve the best and most cost-effective solution. Law enforcement agencies considering adopting the P25 may beneﬁt from reduced technology and labor costs. They can convert existing analog channels to P25 digital signaling without changing base stations. The Wisconsin State Patrol P25 pilot exposed several pitfalls that agencies should consider when migrating to P25, namely the varying terminology, settings, and software provided by the manufacturers. Through this pilot experience, practitioners and vendors alike gained a better understanding of the outstanding issues and identiﬁed ways to improve the implementation of P25-compliant technology. For additional information, access the report (NCJ 229517) at the National Criminal Justice Reference Service’s Web site, http://www.ncjrs.gov.

A reminder to Our Readers The Bulletin Moves to Online Only We wanted to remind our readers that the last print copy of the FBI Law Enforcement Bul- letin will be the December issue. We are enhancing the magazine’s online presence with an up- dated Web page in January 2013. The Bulletin will continue to produce academically renowned, peer-reviewed content. The sleeker-looking, online format will improve readability and search capability, maximize accessibility, provide more opportunities for readers and authors to communicate, and be available on mobile devices. To see current and archived issues, up- dated author guidelines for online submissions, and more, visit http:www.fbi.gov/stats-services/ publications/law-enforcement-buttetin. If you have questions, please e-mail us at our new address [email protected]. We look forward to hearing from you.

John E. Ott Editor / FBI Law Enforcement Bulletin

32 / FBI Law Enforcement Bulletin Bulletin Notes

Law enforcement officers are challenged daily in the performance of their duties; they face each challenge freely and unselfishly while answering the call to duty. In certain instances, their actions warrant special attention from their respective departments. The Bulletin also wants to recognize those situations that transcend the normal rigors of the law enforcement profession.

Officer Jeremy Mackey of the Memphis, Tennes- see, Police Department was on routine patrol when he observed an apartment complex engulfed in flames. After arriving on the scene, he immediately entered the building and began evacuating its residents. While on the second floor, he located a man who was overcome with smoke inhalation and suffering from second and third-degree burns. Officer Mackey brought the individual to safety and was told that more victims were

Officer Mackey Officer Cathey inside the residence. Officer Russell Cathey, who had also arrived at the scene, received this information and rushed into the apartment. He found a woman suffering from smoke inhalation and rescued her from the worsening flames. Both victims were transported to the hospital for assistance. Thanks to the quick response of Officers Mackey and Cathey, all the apartment’s residents survived the fire.

Officer Joshua Bartholomew of the Streetsboro, Ohio, Police Depart- ment responded to an emergency call from a pregnant woman who was close to giving birth. The woman was driving her car at the time of the call, and was directed by the emergency dispatcher to pull off the road to a safe loca- tion. Officer Bartholomew arrived at the car ahead of responding EMS units and discovered that the baby already was partially delivered. As he assisted the woman with the delivery, he observed that the baby was not breathing. Noting the umbilical cord wrapped tightly around the baby’s neck, Officer Bartholomew removed the cord and restored breathing to the child. Moth-

Officer Bartholomew er and baby were then transported to the hospital by EMS units, and later Nominations for the Bulletin Notes should be based on either the were reported to be doing ﬁne. rescue of one or more citizens or arrest(s) made at unusual risk to an officer’s safety. Submissions should include a short write-up (maximum of 250 words), a separate photograph of each nominee, and a letter from the department’s ranking officer endorsing the nomination. Submissions can be mailed to the Editor, FBI Law Enforcement Bulletin, FBI Academy, Quantico, VA 22135 or e-mailed to [email protected]. Some published submissions may be chosen for inclusion in the Hero Story segment of the television show “America’s Most Wanted.” U.S. Department of Justice Periodicals Federal Bureau of Investigation Postage and Fees Paid Federal Bureau of Investigation FBI Law Enforcement Bulletin ISSN 0014-5688 935 Pennsylvania Avenue, N.W. Washington, DC 20535-0001

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Patch Call

Coalinga, California, was founded in 1888 as Closter, New Jersey, was settled in 1704 and “Coaling Station A” for the Southern Paciﬁc rail- was incorporated as a borough 200 years later. Its road. Its history is founded upon the oil derricks police department patch depicts a horseman. On depicted on the patch of its police department. November 20, 1776, a farmer witnessed 5,000 Brit- Since the late-19th century, the city has played a ish troops landing at Closter Dock on the Hudson key role in California’s oil production. Coalinga is River and rode 9 miles south to warn the Continen- located near California’s South Coast Ranges, also tal Army at Fort Lee, allowing for the Americans’ depicted on the city’s police patch. successful retreat ahead of the British advance.