Supervisory Officer Perception and Coaching Practice on De-Escalation

• In Event: Police Effectiveness and Performance

Abstract

The current research examines perceptions of de-escalation as a viable alternative to physical force during police-civilian encounters. Survey data were collected from a sample of supervisory officers regarding (1) their perceptions of de-escalation, (2) their perceptions of organizational support for de-escalation, (3) their confidence coaching subordinate officers in de-escalation techniques, and (4) how they coach subordinate officers in de-escalation. Data analysis reveals relationships between perceived organizational support for de-escalation and supervisory officer perception that it is a viable alternative to physical force and also between positive perceptions of de-escalation and ongoing coaching behaviors, though the relationship between perceptions about de-escalation and confidence coaching others on its use is less clear. These findings highlight the importance of organizational culture in shaping officer perception and practice, but also identify need for additional research to examine how training influences supervisory officer confidence coaching others on use of important job skills.

Author

• Jennifer Scroggins, Montana State University Billings