Nypd Case Analysic

NYPD Case Analysic

The most serious challenges Bratton confronted were first, the prior administrative focus on effort (number of patrols dispatched) vs. results (crime reduction); second, a demoralized police fore with a very low level of trust among senior officers as well as between the leadership and the rank-and-file in the Department due to a strong, centralized organization, to some extent, a bureaucratism of the precinct level and the disconnection of information; third, the public and the mayor’s urgent expectation for a safer environment while the crime rate was actually rising; Forth, the need to improve technology, methods and weapons in the Department. Together with these most critical challenges, other problems include periodic claims of corruption and police brutality, corruption and the fear of it (a widespread police corruption was disclosed just three months into his administration), and the lack of rewards for relatively subordinated officers.

To address those challenges, Bratton first created a sense of urgency. As a saying goes“A new broom sweeps clean”, with a particularly powerful distaste for precinct “bosses” from his past work experiences, he replaced some relatively traditionally-minded senior staff members with a decision to remain 76 precinct commanders for day-to-day operations. Only the adaptable staff could survive. For example, in a sweeping manner, it came out that three-fourths of the original precinct commanders Bratton inherited were taken over and the average age of the commissioner’s senior staff had fallen from the low 60s to the mid 40s. Replacing conservative senior staff from his predecessor was a massage to the public, the mayor and the whole department that the situation was pretty serious and Bratton was willing to make bold and resolute decisions and moreover, he was a tough guy with a vision to reduce crime.

Also, to build a vision of reducing crime and show it to everyone, immediately after taking the position, Bratton began to improve equipment, uniform and weapon for the police. In his previous job in the transit bureau, Bratton was famous for implementing advance equipment to gain the trust from the police and create a more authoritative image. In the meantime, he stated to built his reputation, which could be seen as one of his visions, as a commissioner who “backed you up” among police officers. However, as for police corruption, his attitude was relentless, which helped to build his trustful image among the public. But his attention to establish a “tough guy” impression and the popularity among the public had a drawback of being criticized as “mouthy”. Personally I think at this stage, his action was a double edge sword. The drawback was inevitable accompanying with his image building. For a new commissioner, it was better to be a resolute, sometimes cocksure, “tough guy” rather than a tacit, passive, “nice guy”.