Our officers responded to the situation following a call-in from two women who reported a case of strong-armed robbery. Our officers responded to the 911 call immediately. A local patrol unit identified the suspect based on the callers’ description and proceeded to follow him. The latter entered a convenience store, prompting our officer to follow suit. The incident that happened inside the store is highly regrettable. The suspect resisted arrest, but our officer managed to restrain him successfully. However, he continued kicking and spitting at the officer, who had by this time been joined by his colleagues. The officers then place the suspect on leg restraints and a spit mask. Both measures are standard operating procedures and reasonable, depending on the circumstance. Following the incident, the suspect became unresponsive, and despite attempts to resuscitate him using CPR, he was pronounced dead on arrival at the hospital.
The department has since learned that the suspect was mentally ill. Therefore, in hindsight, our officers should have handled the situation differently. However, at the time of the incident, it was difficult to establish this fact. Our officers proceeded to handle the case based on the best available information at the time, which we believe was inadequate and led to the escalation. Again, the department profoundly regrets the incident and has initiated an internal review of its procedures to ensure that our officers can handle such cases better. The review is focused on aspects like crisis intervention, especially when it concerns mentally incapacitated persons. Yet, we know that this process will be complicated because of the attendant challenges involved in identifying a mentally ill person, particularly at the climax of such an incident. The department commits to providing as much information as possible on the case and the officers involved in support of the ongoing probe into the incident. Finally, we pass our condolences to the victim’s family.
In the statement, I sought to provide a breakdown of the incident from our own perspective. According to Marsen (2019), providing the publics with an account of events from an organization’s point of view is crucial in controlling a narrative. Such a step is vital because any form of communication that is contrary to this narrative might put the department on the defensive; yet, such information might even be factual. Therefore, this strategy would help us to get ahead of the story. Secondly, I acknowledged the seriousness of the incident and repeatedly highlighted that the department deeply regrets its occurrence. This aspect of communication is essential because it prevents the portrayal of the police department as indifferent to the incident. Heide et al. (2018) hold that this technique is valuable because it creates a perception of openness and transparency. Consequently, it increases the likelihood of the public and other stakeholders resonating with our form of reasoning regarding the incident. Essentially, it helps to obtain buy-in from the different publics.
Additionally, the dissemination of information to the media also plays an active role in the criminal justice system. According to Jonsdottir (2009), in the era of judicial activism, the role of the media in trying cases should not be underscored. Beliakov (2020) also contends that the volume of knowledge at the disposal of the court and the public affects judicial outcomes. Accordingly, the act of giving a statement to the media that seeks to control the narrative of the incident also helps in improving the judicial process, if prosecutors prefer a case against the department and its officers.
In the statement, I highlight some of the issues that may raise cause for concern in the case. Particularly, I have showcased that the responding officers used a leg restraint and a spit mask on the suspect. However, I have also stated that both items form part of the standard operating procedures of the department, depending on the circumstance. This occurrence creates a possibility for plausible deniability from the department; yet, it also admits to what is evident from the video that is soon going to be in the public domain. This strategy strikes a balance between transparency and preventing the department from legal liability. While it is not an admission that our officers may be entirely innocent, it is an appropriate approach, especially considering that investigations into the incident are still ongoing. The rationale for this view is that legal culpability can only be determined after an independent criminal investigation and trial (Dsouza, 2015). Consequently, it may not be legally and factually prudent to place the blame on the department before the formal investigations are concluded.
Information on whether the department perceives the concerned officers as guilty or not has not been included in the statement. Two justifications for this move exist. First, it is pre-judicial, considering that an investigation into the matter is ongoing. Secondly, laying the blame on our officers may diminish their morale; yet, facts of the case have not been established through the formal investigations. Contrarily, proclaiming their innocence may infuriate the public, given that their initial response to such incidents is usually anger. Therefore, I chose not to provide any such information.
References
Beliakov, A. V. (2020). Knowledge and information as an object of criminal law protection. Current Achievements, Challenges and Digital Chances of Knowledge Based Economy, 133, 3–9. https://doi.org/10.1007/978-3-030-47458-4_1
Dsouza, M. (2015). Criminal culpability after the act. King’s Law Journal, 26(3), 440–462. https://doi.org/10.1080/09615768.2015.1104947
Jonsdottir, S. N. (2009). Studying judicial activism: A review of the quantitative literature. Icelandic Review of Politics & Administration, 5(1), 159. https://doi.org/10.13177/irpa.a.2009.5.1.7
Heide, M., von Platen, S., Simonsson, C., & Falkheimer, J. (2018). Expanding the scope of strategic communication: Towards a holistic understanding of organizational complexity. International Journal of Strategic Communication, 12(4), 452–468. https://doi.org/10.1080/1553118x.2018.1456434
Marsen, S. (2019). Navigating Crisis: The Role of Communication in Organizational Crisis. International Journal of Business Communication, 57(2), 163-175. https://doi.org/10.1177/2329488419882981