Behavioural Analysis - the Silver Bullet for Law Enforcement Inefficiencies FINAL
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Transcript of Behavioural Analysis - the Silver Bullet for Law Enforcement Inefficiencies FINAL
THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LAW IN LAW ENFORCEMENT
An Innovative Solution to Workplace Dissatisfaction in Law Enforcement
IT’S NOT WHAT YOU DO… It’s how you do it. Crime &
Intelligence Analysts are highly
educated, highly skilled
professionals. What is
happening to cause them to
leave their jobs? This paper
examines the causes of and
solutions for CIA attrition in law
enforcement.
Jan Whyte, CPC, MCIArb. Bachelor of Technology – Forensic Investigation
1 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
The Impact of Crime & Intelligence Analyst Attrition
on the Bottom Line in Law Enforcement
Jan Whyte
British Columbia Institute of Technology
2 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Table of Contents
Table of Contents .......................................................................................................................................................2
Abstract ......................................................................................................................................................................3
Introduction ................................................................................................................................................................4
Literature Review .......................................................................................................................................................6
Methodology & Analysis ...........................................................................................................................................9
Sample Group ...................................................................................................................................................... 14
Results ................................................................................................................................................................. 15
Discussion ............................................................................................................................................................... 18
Conclusions ............................................................................................................................................................. 21
References ............................................................................................................................................................... 23
Appendix A – CIA - Yield on Investment (Education) ........................................................................................... 24
Appendix B – Police Organization - Yield on Investment (Employee) .................................................................. 25
Appendix C – Spiral Dynamics Methodology and Survey Interpretation Guides .................................................. 26
Appendix D – Survey Results Respondent 1 ........................................................................................................... 27
Appendix E – Survey Results Respondent 2 ........................................................................................................... 28
Appendix F – Survey Questions ............................................................................................................................. 29
3 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Abstract
This study qualitatively assessed the factors driving crime and intelligence analysis attrition in the
workplace by applying Spiral Dynamics Theory. A self-report survey which contained questions in four
areas relevant to the crime and intelligence analysis workplace environment, as well as personal
interviews asking open-ended questions regarding the population workplace experiences, were deployed
to two analysts. One analyst was in public law enforcement and one in private law enforcement. A
picture of each of the analysts’ professional profiles as well as the challenges in their work environments
was drawn from the qualitative survey results. The results were consistent with the literature on this
topic - there are bullying and relational problems in law enforcement environments. Significant drivers
of dissatisfaction for the crime and intelligence analysis in law enforcement agencies were supervisor
bullying in hierarchical organizational structure and analyst attitudes toward change. Analysts must
acquire leadership and self-management skills in order to positively manage these workplace factors.
Keywords: bully, change, organizational development, law enforcement, hierarchical, public
administration, private administration
4 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Introduction
Law enforcement agency budgets are funded from two sources. In public agencies, the monies
are derived from taxpayers. In private agencies, the monies are derived from owners and investors. In
either forum there is close scrutiny on the use of the funds for the maximum benefit and return.
The benefit of ensuring efficient use of administration (overhead) budgets is that a larger portion
of the overall budget may be applied to innovative measures in crime-fighting such as the development
or implementation of new technology and/or specialized task forces. The end result is more criminals
being detected, deterred and - if appropriate - convicted. This leads to a safer world for all citizens.
The Crime and Intelligence Analyst (CIA) is an employee (administrative overhead) in either the
public or private law enforcement environment. In Canada, law enforcement agencies and private
agencies are hiring CIAs to work on cases involving radical terrorist, serial killers, arsonists, fraudsters
and bank robbers. Canadian post-secondary institutions are creating programs for the education of CIAs
and students are enthusiastically enrolling. Current postings for CIA positions with the RCMP and
Municipal policing (West Vancouver) require a post-secondary degree in social sciences plus a degree
or associate certificate in crime and intelligence analysis. The salary range set out in the current
postings for CIA is $75,000 - $100,000 per year. This seems to be an expanding profession with a
bright future for jobs.
Despite this positive employment picture, according to Alex Tyakoff, a Crime & Intelligence
Analyst with over 25 years of experience in analysis and teaching, the tenure for a CIA is about 7 years.
Our survey results also confirmed this 7-year timeline when the analyst either changes jobs to another
agency or quits the profession. In a job posting for a crime analyst in New Westminster, BC there were
5 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
180 applicants. This statistic further informs us that there are a lot of analysts looking for a change
(although we may assume some of those analysts are new graduates of the BCIT CIA program).
The problem with the attrition after seven years is one of financial inefficiency for the analyst.
The investment yield analysis set out at Appendix A informs us that at year 6, the education investment
is beginning to yield a 100% profit (break-even point). According to the calculation, in 7 years (the time
of attrition), the CIA has recouped his investment cost and has earned a capital gain (profit) of $82,750.
All things being equal, he should now receive profits of at least $82,750 per year if he stays in the
current position.
On the other hand, from the perspective of the employer law enforcement agency, if the analyst
leaves the organization will experience a loss in their investment in the employee over the last 7 years.
According to the concept of the experience curve, the more years an employee performs the job, the
more efficient he/she becomes and therefore more productive and valuable to the organization. If the
employee increases in efficiency at 15% per year, over the 7 year period he/she has increased efficiency
of 105%. (see graph at Appendix B). While there are many ways of looking at what this 105% increase
means, for the purposes of this analysis it is sufficient to say that because the now mature employee has
become more efficient, the organization has also become more efficient.
If the analyst is leaving the job to another global policing position of equal or higher salary, this
is a positive for the employee and global policing, although a slight negative for the administration of
the entity with a CIA vacancy. However, if the employee leaves the profession and/or returns to school
for further education unrelated to law enforcement, or takes a lesser paying job to avoid the workplace
factors of the CIA position, the profit earning ability of the investment has been impaired.
6 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Crime analyst workplace satisfaction is pivotal to efficient use of public funds. Law enforcement
administration must be able to offer solutions to those analysts who are leaving the agency.
Literature Review
The 2008 article of Daniel Wahl and Seaton Baxter (Wahl & Baxter, 2008) sets out how the
empirical data relating to biopsychosocial systems - Spiral Dynamics Theory - developed by Dr. Clare
Graves and continued by his understudy Don Beck might serve as an efficient measurement tool for
gaps in organizational and individual behaviours. The authors inform us that with the complex global
condition of dynamically interrelated factors, civilization [or the workplace] may become unsustainable.
The solution, they say, necessarily requires widespread participation from communities everywhere. The
constituents of those communities need to “begin to shape local, regional and global visions of
sustainability and offer strategies to engage human collectively in co-operative processes that will turn
visions (designs) into reality.” (page 72)
The information contained in the article is helpful in this analysis because it gives percentages of
the world population who fall into 8 distinct qualitative categories – values/modes of thought,
sometimes described as “intelligence levels”. The modes of thought are based on clusters of values that
have emerged in humans, and represents a continuum which, when applied to observed behaviours,
provides information as to what internal and external factors may trigger, stall or influence changes in
human behaviour. The article persuaded the author of this paper to use the Spiral Dynamics theory to
survey the law enforcement respondents on the question of CIA attrition. Accordingly the article is
attached as Appendix C as a further explanation of the methodology of the research.
7 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
The 2014 article Problem-solving Approaches to Police Station Conflict (Corcoran, 2014)
provides us with historic information on traditional solutions to negative forces in Federal, Municipal
and Provincial police sectors. Corcoran advises that resolution of conflicts in these environments
“demand a careful look at the interpretive relationships between opposition parties; a police supervisor
needs to help conflicting opponents to query much of what they suppose they know about the other, in
order to learn what really motivates them and why.”
In addition, Michelle Tuckey’s (2009) work is helpful in identifying one of the leading causes of
workplace dissatisfaction in hierarchical environments such as policing. Her research shows that a
prevalent variable in law enforcement is alpha, dominant or bullying behaviour. Psychosocial work
environment factors such as bullying have been in the spotlight since at least 2009 when she and her
colleagues published Workplace Bullying: The Role of Psychosocial Work Environment Factors
(Tuckey, Dollard, Hosking, & Winefield, 2009). Their study involved a sample group of 716 Australian
frontline police officers and examined the role of power in facilitating bullying. This group’s research
found evidence for moderating factors within the psychosocial environment and suggested risk
assessment of the work environment as an avenue for bullying prevention. One of the conclusions from
the analysis of psychosocial factors such as power and rank found that bullying behaviour was
significantly more likely to be perpetrated by an officer who was ranked above the target than by an
officer at same or lower rank.
Cheryl Regher and her team tell us about acute stress and performance in police recruits (Reiger,
LeBlank, Blake, & Barath, 2008). The results found that neither physiological nor psychological
responses impaired the performance of police recruits in a simulated acutely stressful policing situation.
The significance of this find with respect to CIAs in the police environment is that because according to
8 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
the Regher paper, if high stress doesn’t really affect the performance of a supervisor, then, there will
likely be a lack of understanding by those supervisors when and if their subordinates do feel the stress of
policing. This is a significant finding with respect to the within project as the survey group reports
significant dissatisfaction with superiors.
Finally, Frank Walter and Heike Bruch in the Journal of Organizational Behaviour (Walter &
Bruch, 2008) both examine and design a model of the emergence of positive collective affect. This paper
and its method shed light on the diminishing or strengthening powers of charismatic leadership and
individuals or group members’ positive effect on the organization and quality of interpersonal
relationships. While this closely resembles the Beck/Wilbur work of Spiral Dynamics and Integral
Theories, this paper was helpful to our study because it frames variables in an organizational context.
Social Construction and Policy Design: A Review of Past Applications (Siddiki, 2014) is an
essential element to this study. The theory of social construction is what informs the public policy
groups regarding causal mechanisms leading to changes in the positioning of target populations among
advantaged, contender, dependent and deviant population categories. While the traditional application is
to help design an administrative framework for public policy, the application of the social construction
theory to internal work environments may help us understand relationships between different factions in
an organization. This information is critical to the proper administration of a private or public law
enforcement agency.
9 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Methodology & Analysis
The Corcoran challenge to police supervisors to look into workplace dissatisfaction has been
adopted by this research project. The methodology uses Spiral Dynamics Theory in three ways: (1) to
survey respondents; (2) to explain the application of drivers to workplace dissatisfaction; and (3) to
design a solution to the problem.
As set out in the Wahl (2008) paper (Appendix C), the foundation of Spiral Dynamics Theory is
the eight levels of psychosocial behaviour which are reflective of global empirical values research from
the 1950’s to present day. The clusters of behaviour are visually depicted in Figure 1:
Figure 1
The descriptive behaviour summary contained in the Wahl (2008) paper (Appendix C) as well as
a diagram of the corresponding organizational structure are set out below:
Level 1 Beige [lowest level] Automatic, autistic, reflexive
Centers around satisfaction
Driven by deep brain programs, instincts and
genetics
Little awareness of self as a distinct being
(undifferentiated)
Lives "off the land" much as other animals
Minimal impact on or control over environment
Figure 2
Survival Tribal Empire Rules Money Equality Flex Global
Individual Income
Beaurocracy
10 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Level 2 Purple
Obey desires of the mystical spirit beings
Show allegiance to elders, custom, clan
Preserve sacred places, objects, rituals
Bond together to endure and find safety
Live in an enchanted, magical village
Seek harmony with nature's power
Business Type 2: Power Type: Singular; One Boss
Example: Self-Employed
Figure 3
Level 3 Red
In a world of haves and have-nots, it's good to be a have
Avoid shame, defend reputation, be respected
Gratify impulses and sense immediately
Fight remorselessly and without guilt to break constraints
Don't worry about consequences that may not come
Business Type 2: Power Type: Totalitarianism
Example: Army, Paramilitary
Figure 4
COO
Specialist A
Specialist B
Employee
Suppliers
Superior
Subordinate Subordinate
11 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Level 4 Blue
Find meaning and purpose in living
Sacrifice self to the Way for deferred reward
Bring order and stability to all things
Control impulsivity and respond to guilt
Enforce principles of righteous living
Divine plan assigns people to their places
Business Type 4: Hierarchical
Example: Public Law Enforcement Agencies
Figure 5
Level 5 Orange
Strive for autonomy and independence
Seek out "the good life" and material abundance
Progress through searching out the best solutions
Enhance living for many through science and
technology
Play to win and enjoy competition
Learning through tried-and-true experience
Business Type 5: Power Type: Hierarchical
Example: Private Law Enforcement Agencies
Figure 6
Rank 1
Rank 2
Rank 3
Rank 4
Rank 4
Rank 3
Rank 4
Rank 2
Rank 3
Rank 4
Rank 4
Rank 4
Rank 3
Rank 4
Rank 4
Rank 4
Owners (Board of Directors)
COO
Manager
Employee
Employee
Manager
Employee
CFO
Manager
Employee
Employee
Employee
Manager
Employee
Employee
Employee
12 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Level 6 Green
Explore the inner beings of self and others
Promote a sense of community and unity
Share society's resources among all
Liberate humans from greed and dogma
Reach decisions through consensus
Refresh spirituality and bring harmony
Business Type 6: Power Type: Graduated; Integrated Systems
Example: Specialist Agencies – IHIT
Figure 7
Level 7 Yellow
Accept the inevitability of nature's flows and forms
Focus on functionality, competence, flexibility, and spontaneity
Find natural mix of conflicting "truths" and "uncertainties"
Discovering personal freedom without harm to others or
excesses of self-interest
Experience fullness of living on an Earth of such diversity in
multiple dimensions
Demand integrative and open systems
Business Type 7: Power Type: Equal; Social Network
Example: Crime & Intelligence Analysts and Police Departments
Figure 8
Committee A
Committee B
Committee C
External Integrator
Internal Integrator
COO
Managers
Employees
13 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Level 8 Turquoise [highest level]
Blending and harmonizing a strong collective of individuals
Focus on the good of all living entities as integrated systems
Expanded use of human brain/mind tools and competencies
Self is part of larger, conscious, spiritual whole that also serves self
Global networking seen as routine
Acts for minimalist living so less actually is more
Business Type 8: Power Type: Non-Existent; Specialists
Example: International Policing Task Force
Figure 9
The first step in our research was to use the Spiral Dynamics Theory survey tool to measure
workplace satisfaction (dependent variable) and explore the significance of possible significant driving
factors (independent variables) in the following categories:
1. Attitudes Toward Change
2. Readiness for Change
3. 8 Levels of Values Memes
4. Acceptance of Digital Technology Processes
The variables measured were located in a pre-prepared survey designed by the Spiral Dynamics
Theory psychologists. This commercial survey was delivered to the sample group of crime analysts.
The specific surveys titles were the Values Scan and CultureScan. Appendix C sets out the Customer
Interpretation Guides for these surveys which explain more information on the questions posed and
interpretation of results. Appendix F sets out the questions asked in each of the surveys.
The second step was to perform a personal interview of the members of the sample group. The
questions asked were:
The
Cause
Most Experien
ced in Area A
Most Experien
ced in Area B
14 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
1. What is your current employment status?
2. What factors are impacting your current state of workplace satisfaction?
3. If you are dissatisfied at your workplace, do you have a plan to improve your level of
workplace satisfaction?
Unfortunately, our survey did not address whether or not the law enforcement environments of
our respondents applied social construction theory. It is therefore unknown whether the organization is
currently attempting to understand the problems between its departments and employees and whether
any internal programs are reducing the administrative inefficiencies due to workplace dissatisfaction of
the CIAs. This is an area which could be further developed.
Sample Group
Respondent #1, female, evidence analyst in the private sector of law enforcement, had quit her
law enforcement job and was looking for employment in a profession other than law enforcement. She
had a two-year post-secondary diploma in law and evidence analysis. She had been employed in the law
enforcement field for 25 years, the last 7 years in her most recent position.
Respondent #2, male, evidence analyst in the public sector of law enforcement, was in a state of
dissatisfaction at his place of employment. He had a four-year post-secondary degree in law and
evidence analysis. He had been employed in the law enforcement field for 30 years, the last 7 years in
his most recent role.
15 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Results
The qualitative interview and Spiral Dynamics survey results showing driving variables and our
individual respondent scores in the areas of inquiry are set out at Appendices D and E respectively and
summarized below.
Respondent #1
During the in-person interview, it was confirmed that the respondent had experienced a
personality conflict with a superior, which involved her being subjected to bullying behaviours by the
supervisor. The attitude of the superior had made the respondent feel inadequate in her job, and she had
lost confidence that she would be competent in the profession.
Her plan to improve workplace satisfaction was to leave the profession and start a different
career, perhaps in marketing or general business. When prompted for more information on the decision
to leave the profession, the respondent advised that she would always be a subordinate to law
enforcement professional, whose personality traits profession-wide included the bullying behaviours.
She conceded that that if she could be guaranteed that her superior would treat her with more respect,
she would remain in the profession and might consider returning to the job she had recently quit.
The survey report (Appendix D) revealed significant findings with respect to the variables of
attitudes toward change and tolerance for chaos and order. This respondent’s scores were high in both of
these categories, which according to the Spiral Dynamics theory indicates this Respondent is tolerant of
change and as a result we may forecast that she will most likely make a successful change in her career.
The survey results with respect to this Respondent’s level on the values spiral indicated that she
was operating at a Level 4, which is the same level as her hierarchical organization structure. This
16 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
indicates a good fit for this workplace. This values score is also significant because it is a higher level
of operation than the level of bullies, Level 3. The non-bullying operating level of the law enforcement
professional, her superior, was Level 4, which again indicates a good fit with the organization and with
the Respondent.
The good workplace fit criteria is lost when the superior reverts to Level 3 behaviour. This is the
root cause of this Respondent’s workplace dissatisfaction. Here is the series of events: when the analyst
is satisfied, she is operating at the same intelligence/values level as her supervisor (Level 4). When the
supervisor starts operating at Level 3, the analyst is actually operating at a higher intelligence/values
level than her supervisor. However, once the effect of bullying hits her, the bully triggers a movement or
“pushes down” the victim’s mindset to a level lower than the bully’s Level 3 (the bullying level) –
something at Level 2 or Level 1. The result is that the Respondent becomes victimized and feels she
needs to retreat to another environment where she is accepted (Level 2; change jobs) and feels she must
make a change to ensure her survival (Level 1; change careers).
This CIA’s experience is an example of the inefficiencies in law enforcement administration set
out in the introduction.
Respondent #2
Upon interviewing this Respondent, it was revealed that he was suffering psychologically to such
an extent that he was on temporary medical leave until he could resolve the issues in the workplace. His
experiences in the workplace were that he had been assigned a new manager who was requiring him to
perform duties in a certain way. The Respondent was experiencing a professional crisis in that the duties
assigned were in contravention of current legislation. Although he had tried to explain this to the
17 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
superior, the Respondent had been advised that he needed to follow the direction or leave the position.
At the time of the survey, neither the Respondent, his Union nor the employer had any plan to bring
about change at the workplace that may return this Respondent to a state of satisfaction in the
workplace.
The survey report (Appendix E) revealed significant findings with respect to the variables of
attitudes toward change. Unlike Respondent #1, this Respondent’s scores for tolerance of change these
variables were low, meaning he was intolerant of change. His change indicator variable score was
showed a crisis, or “gamma trap” as the Spiral Dynamics jargon describes it. This is consistent with the
Respondent’s reported state of affairs that there was no plan by anyone involved to bring about a change
in the workplace which would increase this employee’s satisfaction. He was “stuck” in his situation.
The survey scores with respect to tolerance for change variable were in the lower range, which
might mean that his level of workplace satisfaction could be improved if he were to acquire skills which
helped him become more tolerant of change. In his specific workplace circumstances, the change he
might have managed better was the new manager and new (controversial) duties assigned.
The scores for digital abilities for this Respondent were also high. This means that the evidence
analyst is particularly suited for his job, which involves processing of digital evidence, research and
digital presentation of evidence such as flow charts, and use of various pieces of hardware and software.
It is another indicator that he is valuable employee and should be supported to stay with the
organization.
The survey results also revealed a significant factor with respect to Respondent #2’s overall
values operating level on the 8-tier spiral. The Respondent is operating at Level 7, the second most
18 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
developed level of intelligences on the spiral. According to the Spiral Dynamics theory, this indicates
that his attitudes are generally more evolved than others in the world, and his capabilities include
flexibility and the ability to perform well in a variety of environments, including those at lower levels
(including his organization’s hierarchical Level 4). This is a significant finding. The employee is
operating at a higher intelligence level than both his immediate supervisor and the organization. Spiral
Dynamics tells us that the higher intelligence transcends and includes the lower intelligences, but those
at the lower levels must evolve up to the higher levels. Therefore the employee can understand the
employer, but the employer cannot understand the employee. Because the employer (supervisor) has
more power, she does not need to learn the information the employee has acquired, she can deliver an
order that must be followed. When the consequence of that order is serious, as in breaking the law for
this Respondent, there is a stand-off until someone moves off their position. This is the root cause of
this workplace dissatisfaction situation.
This CIA’s experience is an example of the inefficiencies in law enforcement administration set
out in the introduction.
Discussion
Because this survey results were consistent with the findings of Corcoran and Tuckey (2009)
discussed in the literature review section of this report, it can now be said that the “further
consideration” called for in their papers has been accomplished. As a result of this survey and analysis
(subject to its limitations as previously disclosed), we now are certain that there are problems with
bullying and relationships in the policing environment which cause inefficiencies in policing and affect
at least the CIA workplace satisfaction. We also know, or may deduce, that that these problems are
19 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
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plaguing other subordinate roles in the same organizations. It is now time to make recommendations on
how to solve this problem.
Behaviour analysis tools such as the Spiral Dynamics theory which supported our survey
questions are useful to increase efficiencies in policing in both the private and public sectors of law
enforcement. They measure current employee drivers as well as organizational drivers, and the
relationship between the two.
A review of our two case scenarios is helpful in showing how Spiral Dynamics could solve the
bullying and relationship problems in public and private law enforcement by creating psychological
flexibility, which is a characteristic of the higher functioning intelligences in the 8-tier values spiral. In
the case of the workplace dissatisfaction of Respondent #1, if the law enforcement administrator were to
have deployed the Spiral Dynamics survey used in this analysis, she could have identified that the
employee would embrace change, and could have recommended a move either internally or externally
before the employee became so affected that she would leave the profession. This would have mitigated
the analyst’s own personal losses and the losses to the profession.
In support of the hypothetical internal change option, the survey would have informed the
administrator that the values level of the respondent was exactly at the same level as the hierarchical
structure. This could have been used to interpret the employee as a good fit to the organization, and to
support a decision by administration that an investment in improving the skillset of the supervisor to
eliminate the bullying behavior, or an investment in training the employee to cope with the behaviours
would have been an efficient use of administrative funds (ie in order to avoid attrition of this employee).
20 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
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In the case of the workplace dissatisfaction of Respondent #2, if the law enforcement
administrator were to have deployed the Spiral Dynamics survey, she would have immediately seen that
the employee was resistant to change and, coincidentally or not, in crisis in the “gamma trap”. She could
have made it a priority to look into the problems before the employee was in a state requiring medical
leave. She would have seen the low score in tolerance to change, and might have arranged change
management training for the employee in order that he may better understand how to bring about the
organizational change that was required to increase his satisfaction (ie find a way to resolve the
difference of opinion between he and the manager with respect to following the law in the workplace).
If justification for the hypothetical financial investment in change management training for the
employee were required, the administrator could use the survey variables of “highly flexible” and
“highly digital” thought processing as these indicators confirm the employee is suited for the modern
CIA job and thus an asset to the organization.
If the organizational structure of the public or private law enforcement agency is hierarchical,
employees will be dealing with supervisors. All levels of an organization can benefit from leadership
training – not just the supervisor. Specifically with respect to the CIA, self-leadership training will
increase their ability to cope with job stresses without a supervisor, which would lead to less need for
supervisor attachment and an independent work environment. Coping skills in leadership training
include communication skills, which would have benefitted our Respondent #2 who is stuck in a non-
communicative environment with no solution in sight.
21 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
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Conclusions
Due to time constraints on this project, the sample group surveyed was quite small. This fact,
coupled with the absence of data on the social construction theory in police agency administration, result
in the inability to comment on trends in policing and workplace satisfaction of the CIA.
Despite the noted deficiencies, the following significant findings regarding workplace
satisfaction of the CIA were identified:
1. Both Respondents had intelligence levels, attitudes and skills which made them a good fit for the
organization with respect to their job as an intelligence analyst and they were satisfied with their
career choice for over 20 years.
2. In both cases the effects of the supervisor influence was a potential destruction of long-serving
analysts’ careers.
3. In both cases, the driving factor of the analyst dissatisfaction was the hierarchical structure of the
organization which defines the power of a supervisor over a subordinate.
4. In both cases, driving factor of the analyst attrition was attitude toward change. For the
respondent with a positive attitude toward change, she quit her CIA job and changed careers. For
the respondent with a negative attitude toward change, he stayed in his job in an unhealthy and
unproductive state.
Crime and intelligence analysts are becoming dissatisfied in their workplaces and may leave
their jobs, which causes inefficiencies in management of administrative monies as well as management
of the investment the CIA has made in his career.
22 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
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The driving factor of dissatisfaction in both the public and private law enforcement agencies was
the hierarchical nature of the organization, which produced bullying by supervisors of the subordinate
analysts. The driving factor of attrition (the choice to leave or stay) was the analyst’s attitude toward
change.
Chiefs of Police and law enforcement agency administrators could improve efficiencies by
resolving the CIA attrition problems. This could be accomplished by using Spiral Dynamics Theory as a
foundation for leadership and change management training programs for all law enforcement agency
personnel.
There is a vision for a bright future for the profession of crime and intelligence analysts and
efficiencies in law enforcement which can be realized through education and change.
23 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
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References
Biggs, A., Brough, P., & Barbour, J. (2014). Exposure to Extraorganizational Stressors: Impact on
Mental Health and Organizational Perceptions for Police Officers. International Journal of
Stress Management, 255-282.
Corcoran, D. P. (2014). How useful is a problem-solving approach to police station conflict
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24 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Appendix A – CIA - Yield on Investment (Education)
Cost
Living Expenses, Tuition & Books
(7 years post-secondary) 70,000
Lost Wages @ Entry Level Job 210,000
7 years x 8/12 x $45,000
Compound Interest on Student loans 36,250
7 years, $70,000, 6%, $120 pmt* ________
TOTAL INVESTMENT EDUCATION: $316,250
* This assumes the student would take the lowest possible payment option in the loan repayment terms.
If the student set a loan repayment schedule to pay off the loan in 7 years, the payment per year would
need to be $12,500, or $1,000 per month.
Benefit
Annual Salary
Year 1: 75,000
Year 2: 77,000
Year 3: 80,000
Year 4: 82,000
Year 5: 84,000
Year 6: 86,000
Year 7: 88,000
Average 81,700
Average Gross Earnings over 7 years: 570,000
Total Earnings Net over 7 years: $399,000
(Conservative 30% Tax Rate)
25 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Appendix B – Police Organization - Yield on Investment (Employee)
0%
20%
40%
60%
80%
100%
120%
CIA 1 CIA 2 CIA 3 CIA 4 CIA 5 CIA 6
CIA EFFICIENCY LEVEL - FIRST SIX YEARS OF EMPLOYMENT
26 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Appendix C – Spiral Dynamics Methodology and Survey Interpretation Guides
27 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Appendix D – Survey Results Respondent 1
28 THE IMPACT OF CRIME & INTELLIGENCE ANALYST ATTRITION
ON THE BOTTOM LINE IN LAW ENFORCEMENT
Appendix E – Survey Results Respondent 2