Watching Boston “Work Together” Made Me Proud to Be a Police Officer

People of Boston

“It’s a proud day to be a Boston police officer,” Police Commissioner Edward F. Davis told his force over the radio moments after the arrest. “Thank you all.”

I was not there in Boston as part of the response to neither the Marathon Bombing nor the engagements with the terrorists that ended their short reign of terror, but indeed Commissioner it was a proud day to be a cop, inspired by the BPD, FBI, ATF, MBTA, MIT, METROLEC, NEMLEC, Boston Hospitals, Volunteers, People of Boston and all the others involved who played a role in rendering aid to the victims and in the incapacitation and apprehension of the cowards who committed these acts.
In our time of rejoicing, let us not forget the families of Martin Richard, Lingzi Lu, Krystle Campbell and Officer Sean Collier and the families of the almost two hundred injured. May tonight's arrest provide them all some level of support and comfort.

Inevitably there will be lessons from these horrific events we can all learn from that will help us become more effective in our prevention and crisis management efforts. One of the biggest I can see from the armchair position is that the organizations and the people of the cities involved worked together in a way you do not see very often in my humble opinion. The cops both frontline personnel and leadership seemed from my perspective to be very comfortable and confident in all the uncertainty and uncomfortable disorder the terrorists created by their cowardly acts.

I believe this ability to feel comfortable in uncertainty helped them in their efforts to determine possibilities and probabilities and then use their tactical judgment and make estimates on the adversarial designs, motives and intent and act accordingly. This ability comes from the experience of a learning organization, controlling our emotions and an understanding that each encounter in crisis situations tends to grow increasing disordered over time. “As the situation changes continuously, we are forced to improvise again and again until finally our actions have little if any resemblance to the original scheme.” In other words things in crisis do not unfold like clockwork and we cannot hope to impose precise, positive control over events. It is ok to be uncomfortable in uncertainty as a matter of fact it is quite normal to be uncomfortable when uncertainty rears itself in the midst of violence and danger. When we understand we cannot and will not know everything we are more able to focus our efforts outward on the problem instead of inward on what should i do next. This allows time for reflection if only for a second to identify the problem(s) and seek to solve it versus just emotionally responding to something that often leads to creating more chaos and uncertainty. The best we can hope for is to impose a general framework of order on disorder, to influence the general flow of action rather than to control each event. And this is what those responding did that led to the successful outcome.

This crucial understanding allowed “parallel evolution” to take place. Parallel Evolution is the process of making coordinated changes throughout the crisis response system in response to changes in the situation. After the marathon bombings “parallel evolution” allowed ALL to “work together” in an effective way and is something we need to understand and leverage for the future. In short it comes down to people knowing the mission and intent to be accomplished and then highly trained (prior to the crisis) personnel who self-organize around the mission and intent and do what needs to be done. The cops, first responders, hospitals, swat, investigators, citizens, all do their piece to reach the common outcome sought. If a problem for example; communications goes down it does not become a major problem because frontline personnel KNOW WHAT TO DO, they take the initiative and DO IT!

This brings another thing to mind is that it appeared to me (again from the Arm Chair) EGOs were in check and that relationships of mutual trust were already formed, which are powerful factors for getting all to work as one.

“They failed because the people of Boston refused to be intimidated,” the president said.

Yes, TRUE THAT! Sir and they also worked together in a Gung Ho! Way.

Stay Oriented!

Fred