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Sept. 22: Washington police cars are stationed outside the Verizon Center stadium, where the Wizards play basketball and the Capitals play hockey.

Sept. 22: Washington police cars are stationed outside the Verizon Center stadium, where the Wizards play basketball and the Capitals play hockey.

NEW YORK —  As many as 24 people may be under observation in a suspected cross-country terror plot, as police in New York City stepped up patrols and increased random searches on mass transit Wednesday.

Reports surfaced of up to two dozen more people under scrutiny who may have knowledge of or involvement in a suspected terrorism scheme that led to the arrest of a Denver shuttle driver and two others. Federal and local officials declined comment.

Amid media reports that some public storage centers in the region were being raided for a second day in the New York-Colorado investigation, the FBI told FOX News that there may be “consensual searches” under way but they were not “raids.”

Though one unidentified senior law enforcement source told ABC News, “I’ve never been so worried,” and unnamed officials said they’re afraid plots against New York City are “still alive,” authorities speaking publicly sounded less alarmed.

Police in New York and Washington, D.C. downplayed the threats to their cities and any spike in security. They echoed federal authorities, saying there were no known or specific threats to the sites mentioned in federal bulletins issued earlier this week.

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Two men who professed devotion to Al Qaeda — one a convert to Islam, the other a Jordanian native — were charged Thursday with plotting to blow up buildings in Illinois and Texas.

In both cases, the men thought they were working with Al Qaeda operatives when they were really working with undercover federal agents.

One man, according to authorities, planted what he thought was an explosive outside a Dallas skyscraper, while the other parked a van, supposedly armed with a bomb, outside a federal courthouse in Springfield, Ill. The devices were fakes.

Neither case is related to the charges against Najibullah Zazi, 24, a Denver airport shuttle driver indicted in New York on charges of conspiracy to use weapons of mass destruction.

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This is not a paranoid outburst of anti-jihadism. Listen carefully and you must see the increasing frequency of individuals and groups coming out of the closet and into the open. Right now it is a “short list,” but a list nonetheless, and it is growing.

● Of course in June 2007, there was the the JFK Terrorist plot involving three men from Guyana and one from Trinidad and the case of the Lackawana (Buffalo) Six, Yemeni-Americans (by birth) who were convicted of providing support to al Qaeda. Additionally, we’ve had the Detroit Sleeper Cell and the planned attack on Ft. Dix, NJ.

● In May 2008, we had the case of Jeffrey Don Detrixhe who was arrested because he had “innocently” purchased cyanide pellets saying that with it he could euthanize an entire village.

● Nearly a year ago, in November 2008, there was the arrest of the five leaders of the Holy Land Foundation for Relief and Development

● After a nearly year-long investigation, a plot to attack and blow up a Jewish Syngogue in RIverdale New York was pre-empted.

More recently, in July 2009 we had Bashir al-Ameriki on Long Island. Also in July, there was the arrest of eight men in North Carolina, two of whom are now suspected of somehow planning a delusional attack against the Marine Base at Quantico, Va.

It is now becoming a bit more clear that the case against Najibullah Zazi is expanding. Now officials are indicating that he had purchased amount of hydrogen peroxide and acetone as components of a bomb. Meanwhile his father and his F.B.I. informant imam are accused on “merely lying” to law enforcement. But now, as more facts emerge, the Zazi case is being called one of the most serious in years.

But now, in an apparently unrelated case, there is the arrest just yesterday of Hosam Maher Husein Smadi in a sting operation in which he parked a government supplied vehicle with fake bombs in front of Dallas office building. Let us not hear of entrapment! Smadi had “pledged allegiance to Osama bin Laden and expressed a desire to kill Americans” to undercover Arabic speaking agents.

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We just wrapped up two workshops with UMASS Memorial Hospital Police and security, at their Worcester location. The workshop was the Boyd Cycle Threat Assessment and Management. In the two sessions about 37 participated in the training. The involvement of all present was outstanding and due to that interaction many lessons were learned.

The Scenarios Enabling Adaptability also known as tactical decision games is where most of the learning took place and we did several scenarios during both day long training sessions. In the end all present felt as though they learned a lot more about conflict, violence and how to develop and nurture their awareness and decision making capabilities in pressure situations.

It’s important to keep in mind that hospital staff, nurses, doctors and especially the security and law enforcement members’ deal with much more violence than is seen on most of the streets throughout this country. Emotions are high in the hospital environment due to illnesses, stress and anxiety that accompany those that frequent the hospital environment creating a less tolerant climate.

According to Bureau of Labor Statistics (BLS), assaults on hospital workers occurred at a rate of 8.3 assaults per10, 000 workers. This rate is much higher than the rate of nonfatal assaults for all private-sector industries, which are 2 per 10,000 workers. So there is a definite need for threat assessment, decision making and conflict management training in this area.

Those that participated in the workshop spoke of several serious incidents that involved violence that could have easily leaded to serious injuries or death. We took advantage of the opportunity and critiqued these incidents using the after action review. Lessons learned of the value of the AAR as a preparedness and training tool were plainly seen by all who participated. Learning through your own experiences is very powerful.

This years workshop on the Boyd Cycle Threat Assessment and Management was presented to further enhance last years training, The Strategy and Tactics of Handling Dynamic Encounters which is a workshop designed to develop a strategic and tactical mindset where positioning, communication, recognizing the signs and signals of crime and danger via pattern recognition and non-verbal communication are utilized to help officer reshape the circumstances so they respond effectively using all options available in an attempt to resolve conflict through de-escalation.

The two workshops gives those who participated the tools necessary to continue in developing their abilities in situational awareness and understanding via the Boyd Cycle and utilizing the strategic a tactical mind over emotional responses. They learned how to apply their knowledge, through operational art to effectively implement strategy utilizing the methods and tactics they know.

The programs of instruction unify the approaches above in accomplishing the learning objectives, which include: Improving one’s ability to make decisions quickly and effectively; Making sense of new situations, seeing patterns, and spotting opportunities and options that were not visible before; Becoming more comfortable in a variety of situations; Developing more advanced and ambitious tactics; and becoming more familiar with weapons capabilities, employment techniques, and other technical details. Making full spectrum officers capable of handling the complex problems they face.

I have presented these workshops more than 100 times to various types of organization hospitals, colleges, universities, department of homeland security contract security, law enforcement, safety and security, hotels security including professional associations such as the international association of law enforcement firearms instructors, the Massachusetts Law Enforcement Firearms Instructors & Armorers Association etc. The material in these workshops is constantly evolving through the lessons learned via feedback from those who participated.

UMASS Memorial law enforcement and security leadership and staff should be commended on their initiative driven and adaptive approach leading the way, training and preparedness, preparedness that will help them in their mission of protecting and serving the employees, staff, patients and visitors to their facilities.

Sgt. Edward M. Gilfoy UMass Memorial Police Department sent these testimonials from his officers who participated:

“The class was great and informational. I would like to see more role playing. I would like to see more video’s on police incidents and then discuss the issues of what went wrong and what was right. The tactical decisions was a great idea. This was one of the best classes we had so far.”

“As far as the class is concerned, I thought it was a great class and one of the best we had yet. The instructor was very knowledgeable and kept everyone involved throughout the whole class.”

“It was a great class and it informed me a lot about different ways to handle a situation. Although I knew some of the things he was teaching us, I still learned a lot. He also kept the class very interesting, and his idea of having tactical decision games was great.”

I thought the class was useful for my every day duties as an officer. I thought the class was also informational .I would have like to have seen more video on patrol incidents and discuss the issues of what went wrong or what was done right. All in all good class.

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Creating Awareness and Situational Understanding for Those Who protect and Serve!

“I want to consider the goal of achieving non-linear effects consistently. Does it work in the real world? Sometimes it does, certainly, but for all the papers and presentations trumpeting the advantages of non-linear strategies, my sense is that consistent success remains elusive. This is despite the fact that current U.S. strategists and leaders have been raised on complexity, systems perspectives, RMA, transformation, and effects-based operations. I would guess that for every thousand strategists who read Sun Tzu, fewer than a hundred can implement the principles effectively and consistently outside of the classroom. Why? Good strategy is never a checklist exercise. Context counts, and it changes. Even the best strategist is susceptible to biases. Incomplete information, deception, the fog of war–the list of challenges is long and daunting. … So, what’s the answer? What can we do that we’re not doing already to generate better real-world strategies?” ~Mark Mateski

This quote above was taken from a short analysis and a critical question posed by Mark Mateski posted at Rethinking Security, “What can we do that we’re not doing already to generate better real-world strategies?

In this recent Blog post (Application), Adam Elkus analysis, addressed the issue of, the application of strategy and how most folks in any profession that deals with non-linear, complex issues, (conflict and violence) seeking to implement strategy, do not possess nor can they assimilate the knowledge necessary to apply strategic theory in their field on a consistent basis.

Adam Elkus makes a great point on the subject that led me to thinking about us cops and security professionals, as to whether or not we can first gather enough knowledge and awareness, about conflict and violence. Then an even more critical question; can we apply our knowledge in the dynamic non-linear, complex and chaotic circumstances we find ourselves in on a consistent basis? 

This led me to also think and ask the question, why is it so few in our professions are able to be effective on a constant basis at getting the job done? How do we evolve to the level that we know that its sound operational art and tactics we are using to implement a strategy with less dependence on luck and more focus on effectiveness?

When dealing with conflict and violence we are dealing with complexity and uncertain conditions. This is why we must recognize momentary advantage and seizing the initiative as it arises. This means we must have a evolving strategy within ourselves of “taking whole”  of understanding the underlying conditions of conflict and violence. Understanding cultures different from you own and understanding human nature and how the mind and body work under pressure. This takes special effort on the part of individual officers taking individual initiative a gathering knowledge on a constant basis in an effort to be prepared and effective in crisis situations.   

It’s not enough to know what you can do in complex situations. We must also know and understand what our adversaries can do in response. This is a multi-dimensional game with walking, talking, thinking and moving human beings. Therefore we must first consider our position and our safety so we can maneuver effectively and take action as the situation requires. We must also be privy to the fact that we will never have perfect information. Yet the more information we possess about the ground (environment/where we are?), the climate (what’s going on?). This continuous situational awareness and assessing via the Boyd Cycle interpreting the signs and signals is knowledge we need to know and assimilate. This is information we do or should know and most cops and security would be able to tell you what they should be looking for. Yet when it comes to application of this knowledge we miss the mark. In my mind this is an important area to be explored because knowing does not necessarily lead to applying. The better we are at applying our methods as well as predicting the behavior, tactics and strategy of our adversaries, the more apt at success we will be in the application of strategy at all levels, the moral, mental and physical. 

This poses the question do we know and understand conflict in its three dimensions, the moral, mental and the physical as John Boyd described? And how do these three dimensions affect our strategy, operations and tactics? Can we win at the physical level of conflict and then lose at the moral? The answer is yes. Ask any protection professional who applies what he believes is reasonable force only to have a controversy arise as to how others perceived it as excessive use of force.

Take the Rodney King case for example, most cops felt the situation was dangerous and the force used in that case was reasonable. The public and the politicians and the justice system saw it another way. Officers went to jail for what was perceived at the moral level an inappropriate and excessive use of force. The battle was won tactically at the physical level of conflict and lost strategically at the moral level.  Why?

A lack of knowledge by law enforcement as to how the public perceives what we do and how we carry out our strategy to protect and serve. The methods used in this particular case were perceived as excessive by the public we are sworn to protect. Not so much in the initial use of force, but in the continued use of force, in combination with emails back in forth between officers alluding to a racist incident where we used excessive force. A lack of knowledge in any area in the application of strategy can tarnish even a solid case. 

This case changed the way we are perceived by the public and had great impact on how we police today on the street and in throughout the justice system. I use it as an example only to show we must possess knowledge not only at the tactical level but we must understand the strategic and operational levels as well so the methods we use such as, utilization of force are winnable at moral, mental and physical levels of conflict. All the levels are there whether we like it or not and winning at one and losing at the other can be costly be it a life or freedom taken. This is translating theory to practice and we must be better at doing it.   How? Rethinking how we do our jobs and carry out our protection professional strategy to “protect and serve” in a way that considers all dimensions of conflict.

Sun Tzu said; “Know yourself and know your enemy. You will be safe in every battle. You may know yourself but not know the enemy. You will lose one battle for every one you win. you may not know yourself or the enemy. You will then lose every battle.” If we are to create unity, focus and strength which is what knowledge and information brings to the equation of translating strategic theory too practice, each individual officer, each leader must take responsibility to continually learn, unlearn and relearn. Rethinking what we know about ourselves and our adversaries.

This requires we know our strategy so we can focus our efforts. We must know what our resources are and how to utilize them. We must know we are united and that a cohesive effort based on mutual trust  (leadership/frontline) is indeed the climate we are in. Then we can apply the correct methods based on the unfolding and rapidly changing conditions.

We must constantly strive to seek knowledge and then rethink it. As COL John Boyd put it “”We can’t just look at present experiences or use the same mental recipes over and over again; we’ve got to look at other disciplines and activities and relate or connect them to what we know from our experiences and the strategic world we live in.”  This takes great individual and organizational effort but effort worth taking if we strive for safety and effectiveness at the application of translating theory into practice.

Adam Elkus states, “There are two things at play here. The first is that, as both Jomini and Clausewitz agreed, individuals who can draft and apply effective strategies are extremely rare. Studying strategy is worlds away from implementing it and designing it.

Second, one of Sun Tzu’s fatal flaws (which is shared by complexity, systems methodologies, effects-based ops) is that he emphasizes a level of knowledge and understanding about the world that most do not possesses and will never acquire. In the American context, this is even more galling because of continuing ignorance of other cultures and continuous de-emphasizing of history.”

This leads me to the next question. What attributes do individuals officers need to evolve in this critical area of law enforcement and security and how do we create and nurture them so more in our professions are able to practice what we preach?

Information and Intelligence

The articles, police, security, university and campus related news and related reports as well as the programs of instruction posted in this newsletter are believed by me to be of value to those who protect and serve and will keep the process of evolutionary learning and adaptability alive and well in our professions so we train to make a difference! A difference in how we, observe our surroundings and orient to the whole situation as it unfolds. In an effort to make good intuitive and explicit decisions based on time and risk that can be adapted and applied through various actions while enhancing officer safety and the safety of those we protect.

Please remember the newsletter is linked to the WWW.LESC.NET  the LESC blog, where we can discuss these issues and any other topic you would like to bring up. In the end learning, education and training are linked and it takes collaborative efforts by all to make the difference that is needed. Feel free to make comments positive or negative and bring up any topics you wish to be discussed.

Stay Oriented!

Fred

Articles

News

Reports

  • Homeland Security Report 201 by Anthony (Tony) Davis

Tactical Decision Game

After Action Reviews of LESC Training Programs

Fitness

  • Burn with Kearns (Kevin Kearns, Fitness Coach) August Newsletter

LESC Upcoming Workshops

The LESC programs of instruction utilize the method of experiential learning to build student experiences using the “recognition primed” decision making process. The program s of instruction consists of four primary pillars and includes the use of: (1) a case study learning method; (2) tactical decision games; (3) free play force on force exercises; and (4) feedback through the leader evaluation system.

The LESC programs of instruction unify the approaches above in accomplishing LESC learning objectives, which include:

  • Improving one’s ability to make decisions quickly and effectively;
  • Making sense of new situations, seeing patterns, and spotting opportunities and options that were not visible before;
  • Becoming more comfortable in a variety of situations;
  • Developing more advanced and ambitious tactics; and
  • Becoming more familiar with weapons capabilities, employment techniques, and other technical details.

Click here for more details on LESC Programs of Instruction and for testimonials

Quote to think about

“The key connection between police work and what the military needs to do in 4GW… is de-escalate. De-escalation is what police strive to do in almost all conflicts situations. their main tool is talking.” ~William S. Lind father of 4th –Generation warfare theory

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“I want to consider the goal of achieving non-linear effects consistently. Does it work in the real world? Sometimes it does, certainly, but for all the papers and presentations trumpeting the advantages of non-linear strategies, my sense is that consistent success remains elusive. This is despite the fact that current U.S. strategists and leaders have been raised on complexity, systems perspectives, RMA, transformation, and effects-based operations. I would guess that for every thousand strategists who read Sun Tzu, fewer than a hundred can implement the principles effectively and consistently outside of the classroom. Why? Good strategy is never a checklist exercise. Context counts, and it changes. Even the best strategist is susceptible to biases. Incomplete information, deception, the fog of war–the list of challenges is long and daunting. … So, what’s the answer? What can we do that we’re not doing already to generate better real-world strategies?” ~Mark Mateski

This quote above was taken from a short analysis and a critical question posed by Mark Mateski posted at Rethinking Security, “What can we do that we’re not doing already to generate better real-world strategies?

In this recent Blog post (Application), Adam Elkus analysis, addressed the issue of, the application of strategy and how most folks in any profession that deals with non-linear, complex issues, (conflict and violence) seeking to implement strategy, do not possess nor can they assimilate the knowledge necessary to apply strategic theory in their field on a consistent basis.

Adam Elkus makes a great point on the subject that led me to thinking about us cops and security professionals, as to whether or not we can first gather enough knowledge and awareness, about conflict and violence. Then an even more critical question; can we apply our knowledge in the dynamic non-linear, complex and chaotic circumstances we find ourselves in on a consistent basis? 

This led me to also think and ask the question, why is it so few in our professions are able to be effective on a constant basis at getting the job done? How do we evolve to the level that we know that its sound operational art and tactics we are using to implement a strategy with less dependence on luck and more focus on effectiveness?

When dealing with conflict and violence we are dealing with complexity and uncertain conditions. This is why we must recognize momentary advantage and seizing the initiative as it arises. This means we must have a evolving strategy within ourselves of “taking whole”  of understanding the underlying conditions of conflict and violence. Understanding cultures different from you own and understanding human nature and how the mind and body work under pressure. This takes special effort on the part of individual officers taking individual initiative a gathering knowledge on a constant basis in an effort to be prepared and effective in crisis situations.   

It’s not enough to know what you can do in complex situations. We must also know and understand what our adversaries can do in response. This is a multi-dimensional game with walking, talking, thinking and moving human beings. Therefore we must first consider our position and our safety so we can maneuver effectively and take action as the situation requires. We must also be privy to the fact that we will never have perfect information. Yet the more information we possess about the ground (environment/where we are?), the climate (what’s going on?). This continuous situational awareness and assessing via the Boyd Cycle interpreting the signs and signals is knowledge we need to know and assimilate. This is information we do or should know and most cops and security would be able to tell you what they should be looking for. Yet when it comes to application of this knowledge we miss the mark. In my mind this is an important area to be explored because knowing does not necessarily lead to applying. The better we are at applying our methods as well as predicting the behavior, tactics and strategy of our adversaries, the more apt at success we will be in the application of strategy at all levels, the moral, mental and physical. 

This poses the question do we know and understand conflict in its three dimensions, the moral, mental and the physical as John Boyd described? And how do these three dimensions affect our strategy, operations and tactics? Can we win at the physical level of conflict and then lose at the moral? The answer is yes. Ask any protection professional who applies what he believes is reasonable force only to have a controversy arise as to how others perceived it as excessive use of force.

Take the Rodney King case for example, most cops felt the situation was dangerous and the force used in that case was reasonable. The public and the politicians and the justice system saw it another way. Officers went to jail for what was perceived at the moral level an inappropriate and excessive use of force. The battle was won tactically at the physical level of conflict and lost strategically at the moral level.  Why?

A lack of knowledge by law enforcement as to how the public perceives what we do and how we carry out our strategy to protect and serve. The methods used in this particular case were perceived as excessive by the public we are sworn to protect. Not so much in the initial use of force, but in the continued use of force, in combination with emails back in forth between officers alluding to a racist incident where we used excessive force. A lack of knowledge in any area in the application of strategy can tarnish even a solid case. 

This case changed the way we are perceived by the public and had great impact on how we police today on the street and in throughout the justice system. I use it as an example only to show we must possess knowledge not only at the tactical level but we must understand the strategic and operational levels as well so the methods we use such as, utilization of force are winnable at moral, mental and physical levels of conflict. All the levels are there whether we like it or not and winning at one and losing at the other can be costly be it a life or freedom taken. This is translating theory to practice and we must be better at doing it.   How? Rethinking how we do our jobs and carry out our protection professional strategy to “protect and serve” in a way that considers all dimensions of conflict.

Sun Tzu said; “Know yourself and know your enemy. You will be safe in every battle. You may know yourself but not know the enemy. You will lose one battle for every one you win. you may not know yourself or the enemy. You will then lose every battle.” If we are to create unity, focus and strength which is what knowledge and information brings to the equation of translating strategic theory too practice, each individual officer, each leader must take responsibility to continually learn, unlearn and relearn. Rethinking what we know about ourselves and our adversaries.

This requires we know our strategy so we can focus our efforts. We must know what our resources are and how to utilize them. We must know we are united and that a cohesive effort based on mutual trust  (leadership/frontline) is indeed the climate we are in. Then we can apply the correct methods based on the unfolding and rapidly changing conditions.

We must constantly strive to seek knowledge and then rethink it. As COL John Boyd put it “”We can’t just look at present experiences or use the same mental recipes over and over again; we’ve got to look at other disciplines and activities and relate or connect them to what we know from our experiences and the strategic world we live in.”  This takes great individual and organizational effort but effort worth taking if we strive for safety and effectiveness at the application of translating theory into practice.

Adam Elkus states, “There are two things at play here. The first is that, as both Jomini and Clausewitz agreed, individuals who can draft and apply effective strategies are extremely rare. Studying strategy is worlds away from implementing it and designing it.

Second, one of Sun Tzu’s fatal flaws (which is shared by complexity, systems methodologies, effects-based ops) is that he emphasizes a level of knowledge and understanding about the world that most do not possesses and will never acquire. In the American context, this is even more galling because of continuing ignorance of other cultures and continuous de-emphasizing of history.”

This leads me to the next question. What attributes do individuals officers need to evolve in this critical area of law enforcement and security and how do we create and nurture them so more in our professions are able to practice what we preach?

Stay Oriented!

Fred

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The events that fatefully intersected the lives of the suspect and officers at 74th Avenue and MacArthur Boulevard in Oakland on March 21 are currently being investigated and dissected. A clear and comprehensive after-incident report of the shooting probably won’t be available for review for weeks, if not months.

But this much is now known.

Four officers murdered. A fifth wounded. One suspect dead. A police department in shock.

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WASHINGTON — An elderly man enters a crowded museum carrying a rifle and begins shooting. A young man in Arkansas pulls outside a military recruiting office. Another man opens fire in a Kansas church.

Three chilling, unconnected slayings in less than two weeks. One gunman was a white supremacist, one a militant Muslim, one a fervent foe of abortion.

Each suspect had a history that suggested trouble. Each apparently was driven to act by beliefs considered by some as extreme. Each shooter fits the description of a “lone wolf” terrorist, a killer whose attack, authorities say, is harder to head off than if planned by a trained terrorist network.

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SPRINGFIELD, Mass. — A city police officer told a prosecutor he was in shock when he realized he and two family members were under gunfire on a nearly deserted city street last year.

Patrolman Alexandros Lalos took the witness stand on Wednesday, the second day of an ongoing trial in Hampden Superior Court. Two city men are on trial in connection with an alleged attempted shooting during a car chase on March 17, 2008.

Frank N. D’Agostino and Louis Saccamando, both 26, are accused of assault with intent to murder and weapons charges stemming from the incident. Lalos testified D’Agostino fired several shots at him out the window of an SUV, while the defense has argued Lalos provoked them and had a score to settle.

Lalos testified he was off-duty after working a night shift, traveling with his wife and nephew in the car. Lalos said he intended to take his nephew, Francesco Rovelli, to the hospital after Rovelli reported he had been deliberately struck by a car earlier that day.

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As the story goes, a Texas Ranger arrived on the scene of a large disturbance after he was dispatched to the report of a riot. As he stepped confidently out of the squad to face the unruly crowd someone asked him incredulously, “Only one Ranger?”

Officers of the Los Angeles Police Department form a line as fans celebrate the Lakers’ victory in the NBA Championship. (AP Photo/Jae C. Hong)

His response was immediate, “You only have one riot, don’t you?”

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