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The Corruption Continuum:

The Corruption Continuum:. How Law Enforcement Organizations Become Corrupt Trautman , 2000. Organizational Corruption. Results from an evolution of PREDICTABLE and PREVENTABLE circumstances. Employee Misconduct. Almost always involves warning signs that supervisors ignored or minimized

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The Corruption Continuum:

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  1. The Corruption Continuum: How Law Enforcement Organizations Become Corrupt Trautman, 2000

  2. Organizational Corruption Results from an evolution of PREDICTABLEand PREVENTABLEcircumstances

  3. Employee Misconduct • Almost always involves warning signs that supervisors ignored or minimized • Begin as small unethical acts that grow to whatever level allowed

  4. Administrative Indifference Toward Integrity • Lack of ethics training • Low quality of recruitment/hiring • Perception that promotion/discipline is unfair

  5. Administrative Indifference Toward Integrity • Disgruntlement among field training officers • Supervisors who treat people (employees or citizens) with a lack of respect

  6. Negligence of Obvious Ethical Problems • Administrators who fail to devote resources/effort to maintaining ethical standards • Not “negative” role models themselves

  7. Negligence of Obvious Ethical Problems • Administrators who intentionally “look the other way” or ignore unethical acts • Unethical acts increase in seriousness and frequency

  8. Negligence of Obvious Ethical Problems • Administrators who “cover up” misconduct • Lack of knowledge • Self-centeredness

  9. Administrators’ Lack of Knowledge • Don’t know how to stop misconduct • Desire to maintain integrity • Unable to carry out good intentions

  10. Administrators’ Self-Centeredness • Refuse to act because admitting a problem may reflect upon them personally • If I ignore it, it will go away • Ego vs. Integrity

  11. Obvious Ethical Issues • Discrimination/Harassment is occurring • Sex among married employees • Sex among supervisors/employees

  12. Obvious Ethical Issues • Lack of accountability among employees (citizen complaints, use-of-force incidents, etc.) • Intimidation/degradation by supervisors

  13. Obvious Ethical Issues • Recruits allowed to complete training/probationary period although FTO recommends termination

  14. Hypocrisy and FearDominate the Culture • Occurs only after years of administrative indifference • Indifference toward ethics “trickles down” • Significant corruption is imminent

  15. Warning Signs • Constant, harsh criticism from large/multiple groups • Open defiance of administrators • Rationalization of unethical acts among employees

  16. Results in a sense of HOPELESSNESS among employees

  17. “Survival of the Fittest” Employees will do whatever it takes to survive or advance

  18. Attempts to instill integrity are blocked • Good employees fear corrupt ones

  19. “Code of Silence” exists • FTO’s are resentful/bitter • Priority to keep corruption out of the news

  20. Misconduct covered up rather than corrected • Officers that should be fired are allowed to resign quietly

  21. Administrators hide corruption rather than address it due to belief that they would be fired for allowing the situation to occur

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