Tactics – Webster defines them as the art of disposing and maneuvering forces in combat. In fact, the word conjures up visions of military officers huddled around huge maps and moving entire armies in combat. So, do tactics have a place in police work? If so, are they just for the Special Operations Teams such as SWAT? You might think that tactics are for the special elite forces as regular officers do not have the training or the time to devote to the planning and maneuvering process required. Right? …WRONG.
There is no doubt that tactical planning can (and does) sometimes become very complicated, but only if you make it so. However, tactics and tactical thinking does not have to be complex. They should be based upon the last principle of war SIMPLICITY. They also need to be adaptable to every situation that you encounter. Are there such tactics? How should they be taught and where do they fit into everyday patrol operations?
Let’s understand that tactical planning should begin in day one of any police academy all too often we wait for advanced schools or Team training before we teach this critical subject. Since most police academies have Basic Training that is where it belongs for tactical thinking and tactics in general are basic. I like to think that advanced training is simply Mastery of the Basics. The tactical concepts taught should be based upon time honored principles that have been around for thousands of years. No need to develop new ones. They must be CONCEPTS not PROCEDURES. They have to be simple so they can be implemented under stress and most importantly they have to apply to all situations that are encountered.
In order to understand the nature of these tactics and their application you must first understand the mentality or thought process that drives them. There is an old saying that you should “watch your thoughts for they become your actions.” This certainly describes this concept called the Strategic Objective. Your thoughts and mental state of mind drive your actions or behaviors. Therefore it is paramount that you have instilled the proper mindset or Strategic Objective for your tactics.
Do not underestimate the power of thought on your actions.
The Strategic Objective that should be used was written about more than 2000 years ago when the Chinese general, philosopher, and writer Sun Tzu wrote; the greatest single strategic concept is to subdue your opponent without fighting. Wrap those words around your mind for a few seconds. Subdue your opponent without fighting. WOW, can that be done? Well throughout history, that Strategic Objective has won many a fight and has prevented many just as many. In his book Strategy, B.H. Liddell Hart paraphrases Sun Tzu when he described the Strategic Objective this way:
“All actions should be to diminish the potential for resistance, should resistance occur, overcome rapidly and with minimal risk. This should be accomplished through the application of two of the principles of war: MOVEMENT and SURPRISE.”
When you read his interpretation of Sun Tzu you see that it means the same thing. Even modern day communications training such as Verbal Judo developed by Dr. George Thompson applies the same Strategic Objective when it defines its essence as Generating Voluntary Compliance. Yet all of these Strategies also allow the user to use force when a certain point of resistance is met. All of these great writers and others understood that conflict with resistance is costly. So if you have to fight, you might as well apply tactics that end the resistance as quickly as possible.
MOVEMENT and SURPRISE. MOVEMENT and SURPRISE.
Seems pretty simple but don’t mistake simple for easy. In basic training I try to emphasize this to the new officers that diminishing the potential for resistance not only applies on the street, it’s a code to live by. Why do they need to write good reports? Because it diminishes the potential for resistance from their supervisors, the States Attorney and the defense attorney. Why do they need to know the law? Because it diminishes the potential for resistance on the streets and prevents unlawful arrests. Why do they need to know policy? Because it diminishes the potential for resistance from administration, and so forth.
The idea is to develop a tactical plan which supports your strategic thinking. This plan should create and maintain a recognizable advantage which can be announced at your option. Anticipation of your opponents moves before they are made, being a few steps ahead. You must recognize the advantages and be able to exploit them. Sun Tzu cautioned that those who are not entirely aware of strategies that are disadvantageous can not be entirely aware of strategies that are advantageous. In other words, if you don’t know what the advantages are you can not know what the disadvantages are. While many times it seems we are at the disadvantage, we are not; we simply do not see the real advantages—or we fail to exploit our advantages.
A few years ago, I did a series of presentations for LETN on the application of what I called the seven planning principles. This series outlined the use of these planning principles for all types of situations. It defined the difference between procedures in which certain steps must be followed to “letting the circumstances dictate the tactics.” While the concepts are ancient in their development, their application is as valid today for our survival. These planning principles are:
1. Undetected movement.
2. Closer is NOT always better.
3. If you can see them; they can see you. Sometimes, even if you can’t see them they can see you.
4. Let or make them come to you.
5. When engaged move on the flanks. Never let others move on your flanks.
6. Knowledge of terrain.
7. Mass (two on one)
Undetected Movement. This is the essence of all planning principles. It is made up of an understanding of lighting, cover and concealment. It allows one to apply many of the other planning principles thereby gaining an advantage. It is very hard for a person to resist if they don’t know what is coming and from where. You have to think of undetected movement not only from a street perspective but from both a mental and verbal perspective. If you are locked into the Strategic Objective I mentioned, you will look for ways mentally, physically, and verbally to camouflage your intentions thereby minimizing the potential for resistance. Sun Tzu called this the tactical paradox or the ability to project to the opponent a contradictory view of one’s position or plan. He said, “When able, appear unable, when close, appear distant…then attack when least expected when the opponent is least prepared, and appear where least expected. This then allows you to achieve the element of surprise, the second factor the make up the strategic objective.
Closer is NOT always better. This helps reinforce undetected movement. There are a number of ways that this principle can be applied. First, the closer you are the less reaction time you have to an attack. Defensive tactics preach this ad nausea. Second, it is a fact that the closer you get to something the less you see. As you get close, your vision focus narrows, the farther away the wider your vision. In a personal fight you expect and want your focus to narrow on your adversary, however on approaching a crime in progress you’d like your vision to open up so that you can scan the area for possible threats. Third, it’s just plain safer for you all the way around if you create distance. Sometimes it is better to get close as this gives you a tactical advantage such as in the use of cover from someone that has the high ground. Generally, closer is NOT better.
If you can see them, they can see you. Even if you can’t see them, they can see you. This principle ties directly back to Undetected movement. This principle is mainly influenced by lighting concepts. For example, if it’s very dark outside and the lights are on inside who has the better view? The advantage? If you answered the person in the darkness, you are right. That type of lighting creates a one way mirror effect. In fact just remember, whoever has the darker of the two environments has the advantage. So as your making an approach check your background for lighting variances that may or may not give you an edge.
Let or make them come to you. Whenever possible let or make the suspect come to an area you control. An example of making them come to you could be something as simple as making them hand their documents out the window to you on a traffic stop rather than you sticking your hand inside the window to get them. Letting an armed robber come outside into your perimeter is an example of let them come to you rather than going on in after him. Look for various ways to apply this one.
When engaged move on the flanks. Never let someone move on your flanks. This tactical concept has been utilized for thousands of years. In fact ancient warfare was built upon this premise. Whole armies spent weeks and months trying to out maneuver or flank their opponent. Once this was accomplished, token resistance was put up to save face but the outcome was inevitable. Always try to flank your opponent or have your backup officer do it. However, be very cognizant of someone trying to get on your flank as getting flanked puts a person at a great disadvantage.
Knowledge of terrain. This may sound more like a military principle but it also applies to us. Simply put, it means knowing your area. The better you know your zone for example, the better you’re able to respond to calls or out-maneuver a suspect should a chase begin etc. you might think of this principle as knowledge of your environment. It also has to do with your knowledge of cover/concealment and lighting. Understanding cover/concealment as well as lighting principles allows you to maneuver undetected.
Mass (two-on-one). This principle basically put your people where you need them and make sure you have enough to do the job. The 2 on 1 applies to situations where you determine your going to lay hands on someone. In order to maintain an advantage and minimize resistance, it is better if two officers make physical contact with a suspect than one. This increases the safety and fits into the strategic objective.
There they are—the seven planning principles that can be applied to every situation is some form or another. All one has to do is find a way to implement them into your response to a given situation. Tactics are for everyone not just specialized teams. But tactics and the planning principles are useless if you do not develop a Strategic Objective or the proper mindset or mentality for survival. Remember this, your thinking process comes first and your actions simply endorse the way you think.
As I stated before, watch your thoughts for they become your actions and over time watch your actions for they become your habits …GOOD or BAD.
Think safe, stay safe.
