Fred Leland

Turning Tragedy into Victory...We Must Start APPLYING LESSONS LEARNED

Triumph over Tragedy

After watching to many cops die in the line of duty, I have come to believe that if surviving officers, to include police leadership, truly want to honor those who have fallen in the line of duty, then they must learn the important lessons that come from their experiences and commit themselves to the quest for mastery in policing. The status quo is not good enough!

Police Responses Demands Constant and Repeated Action...Throughout the Tactical Encounter

I listened to a great podcast this morning on John Boyd and Maneuver Warfare which lead me to a great article by the guest Major Ian Brown titled Opening the Loop in which he explains the importance of being able to open up the OODA Loop when according with an adversary. This is a very important concept to understand and be able to apply in policing as well.

All Police Actions Take Place in an Atmosphere of Uncertainty

"Certainty, risk, and uncertainty. In everyday language, we make a distinction between “certainty” and “risk,” but the terms “risk” and “uncertainty” are mostly used as synonyms. They aren’t. In a world of known risks, everything, including the probabilities, is known for certain. Here, statistical thinking and logic are sufficient to make good decisions. In an uncertain world, not everything is known, and one cannot calculate the best option. Here, good rules of thumb and intuition are also required." ~Gerd Gigerenzer, Risk Savy

Leading Discussions and Facilitating Better Training Outcomes

This post contains information on how to guide a discussion and is taken and adapted from THE UNITED STATES MARINE CORPS, Marine Corps University User's Guide to Marine Corps Values, which is a 452 page document (don't worry this post is no where near that long). It is packed full of good information, just try not to get too wrapped up in the linear outline. As I was reading this guide I realized it has some great information on leading discussions.

Avioding Hostilities is the Goal But Sometimes to Gain The Advantage Reasonable Force Must Be Used

"Undertake armed conflict when it creates an advantage. Seeking armed conflict for its own sake is dangerous." ~The Art of War 7:1.14-15

With all the talk of de-escalation these days in regards to policing, I thought I would write post that's asks the question, should you always avoid hostile confrontation?

  • You should not avoid confrontation if it creates an advantage (answer).
  • You should not avoid confrontation if it hurts the competition.
  • You should never avoid confrontation.

Police Ethos:The Warrior and Guardian Mindset Are They Not One In the Same?

Over the last several years there has been much discussion in policing on the terms warrior and guardian or I should say, warrior verses guardian. The political climate and or political correctness from both inside and outside policing has clouded and created much uncertainty, that puts both police and those they serve in danger. For generations, police have trained, fought crime and violence and died because of what some men did contrary to our way of life. The American way of life.

Developing Police Sergeants: Getting the Outcomes and Measures of Effectiveness Right

I spent the last week facilitating The Sergeants Leadership Class for the Massachusetts Police Training Committee (MPTC). The class is a five day class full of officers who vary in years of experience on the job but are new to the leadership position of sergeant. The course is packed full of theory, leadership styles such as theory X &Y, McGregor’s Transformational leadership, etc. We cover personalities and Myers Briggs is taken by the new sergeants who get a chance to discuss and reflect upon who they and their fellow students are.

Col John Boyd's Patterns of Conflict Expanded to Policing Part 2: Don't Just Be a Reactor..Be a Shaper Too!

In Part 2 of this video series Boyd continues with his idea, what he calls a "New Conception" of fast transients O-O-D-A Loops that lead to outmaneuvering an adversary. The idea of fast transients suggests that, in order to win, we should operate at a faster tempo or rhythm than our adversaries—or, better yet, get inside adversary’s observation-orientation-decision-action time cycle or loop.

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